"The Product Management Triangle and the Rise of Decentralized SNS"

"The Product Management Triangle and the Rise of Decentralized SNS"

Introduction:
The role of a product manager is often ambiguous and can vary from one company to another. At the center of the product network are the developers, users, and the business. These three elements are interconnected and play a crucial role in the success of a product. Similarly, the emergence of decentralized social networking sites (SNS) has challenged the centralized model and sparked a discussion about the need for a more decentralized approach. This article explores the commonalities between the product management triangle and the rise of decentralized SNS and provides actionable advice for both areas.

The Product Management Triangle:
In the product management triangle, three key elements are interconnected: developers, users, and the business. Developers are responsible for building the product, while users are the ones who utilize or have the potential to use the product. The business provides the funding and aims to benefit from the product. Bridging the gap between developers and users is crucial for growing businesses, often done through dedicated design roles. Additionally, the business decides where funds and development efforts should be focused, creating a synthesis region between the business, the product, and the developers.

Commonalities with Decentralized SNS:
In the context of decentralized SNS, there are three main regions that align with the product management triangle. Region A represents the white space between developers and users, where different mental models of the product exist. This is similar to the decentralized model, where users interact directly with each other, rather than through a central server. Region B represents the value users find in the product, which can be converted to profit for the business. In decentralized SNS, this can be achieved through direct payments from users or attracting user attention for advertising. Region C represents the business's decision-making process, determining where funds and development efforts are focused.

Actionable Advice:

1. Embrace the White Space: In both product management and decentralized SNS, recognizing and filling the white space between different elements is crucial. This involves understanding the different mental models of users and developers, and actively working to bridge the gap.

2. Synthesize Inputs: Successful product management and decentralized SNS require synthesizing various inputs from different regions. This includes aligning inputs from white spaces A and B to form a coherent story for users, as well as aligning inputs from white spaces B and C to develop a cohesive business strategy.

3. Balance Design and Engineering: In the context of decentralized SNS, a product manager's responsibility in region AC involves focusing design energy on impactful projects and balancing design-driven feature development with other engineering priorities. This requires careful consideration and prioritization to ensure a balanced approach.

Conclusion:
The product management triangle and the rise of decentralized SNS share common points and challenges. Recognizing the importance of bridging the gap between developers, users, and the business, as well as synthesizing inputs from different regions, is crucial for success in both areas. By embracing the white space and balancing design and engineering efforts, product managers and decentralized SNS developers can navigate the complexities and drive innovation in their respective fields.