In the world of product leadership, there is a concept known as "Seeing The Matrix." This refers to the ability to see beyond the surface-level data and metrics and truly understand the underlying vision and strategy behind a product. While data is important for iteration, it is vision and a clearly articulated strategy that allow product leaders to leapfrog and create truly disruptive products.

In the world of product leadership, there is a concept known as "Seeing The Matrix." This refers to the ability to see beyond the surface-level data and metrics and truly understand the underlying vision and strategy behind a product. While data is important for iteration, it is vision and a clearly articulated strategy that allow product leaders to leapfrog and create truly disruptive products.

However, it takes more than just vision and strategy to be successful. It requires self-awareness, humility, and courage to make the necessary changes to organizational models, business models, and product object models. These "Re-inventers" are the true "unicorns" of the industry. They are like Bonsai masters, carefully pruning and cutting to strengthen the trunk of their products.

One key lesson that product leaders should keep in mind is to never outsource their story or any component of their competitive advantage. The story behind a product is what sets it apart from the competition and resonates with customers. It is important to take ownership of this narrative and ensure that it is communicated effectively.

Another valuable insight is that a prototype is worth a hundred meetings. All too often, product meetings are a waste of time when they are not grounded in a tangible prototype. Prototypes allow product teams to gather feedback and iterate quickly, leading to better products and more efficient processes.

When it comes to consumer products, success ultimately boils down to how people feel about themselves when using them. Ego analytics, surprise and delight, and hooks that appeal to our laziness, vanity, and selfishness in the first mile of product experience are the secret ingredients to winning over customers. As Maya Angelou once said, "people will forget what you said, people will forget what you did, but people will never forget how you made them feel."

In a world where everyone is busy and skeptical of anything new, it is crucial for products to capitalize on this truth rather than try to defy it. Perceived performance often matters more than actual performance, and this can be achieved by designers as much as engineers. Design plays a critical role in shaping the user experience and creating a positive perception of a product.

To ensure a seamless user experience, product leaders should ask three key questions on every screen: "how did I get here?", "what do I do now?", and "where do I go next?". These questions can reveal flaws in the object model, user experience, onboarding process, and orientation. By addressing these flaws, product leaders can create a more intuitive and user-friendly product.

When it comes to disruptive products, simplicity is key. The best disruptive products are often simple point solutions that excel at doing one thing incredibly well. As customers start using these point solutions, they naturally want to bring them together for greater value and integration. This creates an opportunity for 10x better and simpler point solutions to emerge.

Surprise, delight, and intrigue are the most powerful and affordable drivers of product growth. By constantly surprising and delighting customers, product leaders can create a loyal and engaged user base. This can lead to organic growth and word-of-mouth referrals, which are much more effective and sustainable than traditional marketing strategies.

While it may be tempting to "just get something out there and start learning," this approach can be flawed. Launching a minimal viable product (MVP) without polishing the few things that distinguish your product the most can lead to burning early adopters and missing out on key opportunities. It is important to optimize for the problems you want to have and focus on addressing the top customer needs.

Throughout their careers, many successful product leaders and founders have partnered with incredible designers. These designers have played a crucial role in shaping the user experience and creating products that resonate with customers. Building a strong partnership with designers can make all the difference in the success of a product.

In the world of product leadership, it is important to remember that you only get what you inspect, not what you expect. It is crucial to stay involved and engaged in the product development process, constantly reviewing and providing feedback. This level of involvement ensures that the product meets your expectations and delivers on its promises.

Finally, timing is everything. While it may be tempting to share news and launch a product as soon as possible, it is important to consider the timing. Sometimes, it is better to wait until you are truly ready for the attention and buzz that comes with a product launch. Timing can make all the difference in the success of a product.

In conclusion, being a successful product leader requires a combination of vision, strategy, self-awareness, and courage. It is important to take ownership of the story behind your product, iterate with prototypes, create products that make people feel good about themselves, and embrace simplicity and surprise. By following these actionable pieces of advice, product leaders can increase their chances of creating truly disruptive and successful products.