One of the fun things about working on a 1.0 product is that you get to start fresh with your community of users. It’s true that your user base is still influenced by other products and services that they’ve been exposed to, but overall you don’t have to worry much about things like backwards compatibility or retraining your users. However, for most of us, we’re in the business of creating updates or new versions of existing products or services.
I’ve talked elsewhere about the pitfalls of confusing product launch with success, and how important it is to not lose focus after you ship your product or service. In this article I wanted to say a little more about what you should be doing during this critical phase of your project.
I find it ironic that so many of us in the product world come from science and business oriented backgrounds, yet such a large part of what we do every day is really all about emotion and human psychology. Most of us may not think of our job this way, but we should.
The New Year always gets me thinking bigger picture. For some that means reviewing the company mission statement. For others, it means coming up with your annual or quarterly objectives. For me, I’m partial to the Manifesto.
Sometimes being a product manager can feel like being on Survivor, and worrying about your product team voting you out at the next product council.
Look at any successful company and you’ll find a set of people that stand out and are the ones that really make the difference. It may be the difference between a great product or a terrible one. Or the difference between getting the business partnership the company needs to reach its customers or getting lost in obscurity. Or the difference between getting the product out when it needs to be or stuck in perpetual delays.
One of the most common questions I get from product managers, usually working at large companies, is how to manage their managers? They are frustrated with their manager. Not that they don’t like their manager, but that they feel like the sands keep shifting, their manager gives them different and conflicting direction each week, and it’s always two steps forward and one step back. Especially in big companies, there are so many influencers and stakeholders that getting a company to move in a single direction long enough to get a product out can be a true challenge.
Company culture is one of those vague concepts that can mean different things to different people. I use the term here to capture the company philosophy in terms of how it treats its employees, customers and partners, and the impact this has on product teams.
I’ve always been a big believer in the adage that employees join a company but they leave a manager. This applies to product managers as much as anyone. Our manager is a major factor in our job satisfaction. For those of us that are also managers, we need to always keep in mind the role we play in the effectiveness and enthusiasm of our employees.
Silicon Valley is all about creating products, and I would argue that no company in history has done that better than HP. HP had an absolutely unmatched record of consistent product innovation in a wide range of markets. That’s why they’ve personified Silicon Valley better than anyone else. Many companies, even large successful companies like IBM and Oracle, are essentially one-product companies – they ride the wave of their big product for decades, but essentially they don’t innovate past that. But Bill Hewlett and Dave Packard were able to create a company that was unique in that they created a culture and mechanism for breeding new products and new businesses. HP has created literally thousands of breakthrough products in its history. I know of no other company in the world today or in the past that has managed to do this. Even more important for this valley, HP spawned hundreds of other Silicon Valley companies.