» Product-market fit is more elusive than ever in a dynamic market
» In deep-tech companies, it’s unrealistic to compete with your team on technical knowledge
» ‘Financial theatre’ occurs when the Board and product leadership aren’t communicating effectively
» There is room for both concrete and abstract thinking
“Should the product manager have some level or perhaps a great deal of responsibility for the profitability of the product? Should they understand things like the unit economics, that sort of thing?”
We’re looking at the kinds of information that specific groups of people need to know during the lifecycle of your product and why they’re so interested in the first place.
Last time we covered the steps from idea through to convincing people to part with some cash to build it. Now we’re going to look at building it and onwards through launch to review.
So much of being a product manager depends on successfully persuading and influencing others. Whether you’re presenting your product strategy, presenting a business case to the Board or talking with your customers, you need to know your subject matter: to demonstrate a good knowledge of your products and market to ensure that you come over as authoritative and credible.
There is a popular myth that in order to protect its metalwork from the salty ravages of the nearby North Sea, the Forth Bridge needed to be painted to keep it proofed against corrosion. The task took so long that, by the time the painters finished one job, it was immediately time to begin over.
Do you find it difficult to set appropriate financial targets for your product?
