» 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
I was asked recently whether platforms will conquer the world. My view? They already have. In this article I share how they’ve done it, and how you can successfully bring your own platform to market.
» Change in your organisation may be inhibited by a small number of constraints
» Your product, your company is always part of a wider ecosystem
» A product strategy needs to be clear on what metrics to focus on and how to move them
» Finding product-market fit is the beginning, not the end
Even if your product’s achieved product-market fit, you’re wrong if you think you never need to worry about it again.
» Product strategy is how you will achieve your product vision
» There are only 4 types of work after finding product-market fit
» A step-by-step guide to building product strategy like Netflix
» “Framework fanatics” and “optimisation optimists” mask the absence of product strategy
» Using research to overcome organisational inertia to your product strategy
Do you have a name for continuing to find/refine product-market fit? Or is product-market fit something you find once and then ignore after you found it?
This month’s topic was on product management in general. For most around the table, it was a completely or relatively new concept, so our lively discussion started with the fundamentals.
How much of a problem is it if something similar to your shiny new product idea already exists on the market?
Product-market fit is one of those concepts that seems relatively straightforward in theory but ends up being elusive in practice. But what does product-market fit actually look like when you get there?
