About this time last year I did a blog post on what I’d learnt after spending a year as a product manager. It turns out that I picked up some additional things in my second year of product management that I believe are also worth sharing. Learning is really supposed to be a lifelong process so this shouldn’t be too surprising right? Okay here’s what I learned:
1. A Product Manager’s Greatest Contribution To their Product Team is Customer Insights: While product managers can wear many hats (UX, project management, analytics, e.t.c), I believe that the greatest contribution that a product manager can bring to their team is customer insights, or knowledge of their product’s buyers and users.
There are two reasons for this. First, customer insights are essential as most great products start with great customer insights. Without a deep understanding of the customer, great engineering, UX and analytical skills will not result in a successful product. Therefore, product managers have to make sure that their product teams never lack this important ingredient. The second reason why a product manager’s greatest contribution to their team is customer insights is that within the product team, the product manager is ultimately responsible for customer insights, just like the software engineer is responsible for delivering amazing code, and the UX designer is responsible for delivering compelling and delightful product experiences.
2. You Cannot Outsource Your Product Strategy To Your Most Important Customer(s): We all know how important it is to listen to customers. What may not be as obvious is that it is possible to listen too much to customers. This happens when product managers develop their product strategy and roadmaps based on customer input alone. This makes sense at some level right? If you want to build what customers want then just go ahead and ask them! What makes this approach risky is that in most cases, the customers that product managers get input from may not adequately represent their product’s current and future customer base. Customers who usually talk to us are tiny segments like the really big customers, the really sophisticated ones, or those who really love or really hate our product. In order to create a holistic product strategy, we need to consume and distill additional sources of customer insight such as actual product usage data, competitive analyses, and – where applicable – feedback from customer support and sales.
3. Data-Driven Product Development is Hard: A few months ago I did a blog post on data-driven product development: a systematic way for ensuring that product investments actually deliver the right outcomes to customers and the business. What I’ve learned from helping other product teams become more data driven, and from the data-driven journey of my own product team, is that this stuff is really hard to do. Few things suck as much as working on a new, “game changing” feature for months, and then discovering that the feature did not impact any of your key business metrics after release. The very real temptation then is to go back to the old days of celebrating the release of a feature without checking the impact of that feature on your business. This will definitely guarantee lots of good feelings all around within your product team, but it will not guarantee the future of your product, your team, or your current job. 🙂
That’s what I’ve learned this past year. What have you learned in your own role?