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the adjacent user theory
Bangaly Kaba (EIR @ Reforge, Former VP Growth @ Instacart, Instagram), by the time he was at Instagram, discovered that Instagram was slowing their growth and needed to developed a methodology to diagnose their issues. They leveraged +400 million users' potential who were using but didn't know what they were doing to exponentially grow to 1 billion users.
They captured the potential of current product market fit with adjacent users. And when you do it, you have healthy retention. Furthermore, it also enables the users to experience the core value proposition. This is different from understanding their job to be done. It not only changes the engagement of near term cohorts, but also flows through to creating impact of all future cohorts of users. That happens constantly with social/community-driven product.
Your product audience is constantly evolving. Consequently, the challenges these users face adopting the product increase over time. It is important to have a PM/team focused on understanding and building for your next set of users. Otherwise, you end up never expanding your audience.
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human factor product creation
The buzz words "leading cross-functional teams" is so often misused that its real meaning got lost among product manager candidates. It goes beyond dealing with different types of personalities. People collaborate in different manners and, mainly, bring a completely diverse background and perspective when building digital products.
Product Management goes beyond the simple landscape of dealing with people. It is a constant mind battle that sets a part from being strategic. It's a self questioning of communicating versus over-communicating, settling agreements between people and teams, balancing expectations, context and empathy, putting yourself in a vulnerable spot, mapping influences, and ponder culture over rockstars.
Applying a people-first approach within your organization has the same value of importance when building products. And that only brings the expected outcomes when it is aligned with the company's strategy, culture and mission. PM should understand that 2+2=5 and the extra mile is on people.
👉Click here to read the article
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opportunity mapping
Structuring findings and insights is complicated. It gets done, undone, and redone all the time. As you talk to your users, you likely find out about stories, countless needs, pain points and desires. And that's when product managers get overwhelmed and the question "how do I decide which opportunity is more important than the others?" come up and you're forced to find your way in to manage your prioritisation process.
It's common to have issues answering these questions if we don't first take an inventory of the opportunities space we are facing at the moment. And the more opps we have, the more we understand that products are always on a constant developing mode. Our job is not to address every user's opportunity. but to address the ones that drive our desired outcomes.
Limiting our work to the opportunities that drive our product into a longer vision and not just to a desirable moment, leads us to the expected outcomes that ensure our product viability. To make that happen, Product Managers should understand why tackling challenges with managing opportunities in a backlog is important, why tree structures are better for managing the complexity of the opportunity space, and how we can constantly level up our opportunity mapping skills to give a structure to the ill-structured problem of reaching our desired outcome.
👉Click here to read the article
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