The Product Management Triangle: Why the Best Things in Life Are All Backwards

The Product Management Triangle: Why the Best Things in Life Are All Backwards

In the world of product management, the role itself is often ambiguous and ever-changing. Within a company, the responsibilities of a product manager can vary drastically. However, at the core of it all, every product is connected to three key elements: developers, users, and the business.

Developers, who may not always effectively fulfill all company duties, are responsible for building and implementing the product. Users, also known as customers, are the individuals who either currently use the product or have the potential to use it. Lastly, the business is the entity that funds and hopes to benefit from the product, whether it be through profits or other means.

Within this product network, there are three distinct white spaces that exist. White Space A represents the gap between developers, the product, and users. Developers have a unique understanding of the product due to their involvement in its creation, but this knowledge may not align with the users' perspectives. In order to bridge this gap, growing businesses often require dedicated individuals, such as designers, to facilitate communication and understanding between developers and users.

White Space B is where the value that users find in the product is converted into profit or other benefits for the business. This can occur through direct payment from users or by attracting user attention to sell to advertisers.

White Space C, on the other hand, exists between the business, the product, and the developers. This is where the company decides where to allocate funds and development efforts. At a higher level, this involves formulating and communicating a business vision, while at a lower level, it entails prioritizing specific engineering features, tasks, or bug fixes.

These three white spaces, along with the synthesis regions AB, BC, and AC, are where the various inputs from adjacent white spaces come together. Synthesis region AB is where inputs from white space A merge with inputs from white space B to form a coherent story for users. This synthesis is not limited to handling inputs from adjacent white space regions but also requires alignment when multiple inputs from one region need to be reconciled.

Synthesis region BC is where inputs from white space B combine with inputs from white space C to form a cohesive business strategy. Finally, synthesis region AC is where the concept of the Minimum Viable Product (MVP) was born. It is the responsibility of a product manager to ensure the healthy functioning of all these regions within the product network.

However, being a successful product manager requires more than just touching the product itself. It involves recognizing and filling the important white spaces between the elements of the product network. Additionally, a product manager must synthesize the different inputs that criss-cross in the three synthesis regions of the product management triangle.

In a similar vein, the concept of effort and reward is often not linear but rather follows a diminishing returns relationship in complex and multivariate actions. The first lesson of drown-proofing demonstrates this paradoxical relationship. By surrendering to the physics of sinking and using them to propel themselves back to the surface, individuals are able to survive. This skill of letting go of control when it is most desired is crucial in navigating many aspects of life.

Most activities in life operate on a diminishing returns curve rather than a linear one. For example, work productivity studies show that individuals are only truly productive for the first four to five hours of each day, with diminishing returns thereafter. Friendships also follow a similar pattern, where having one friend is vital, but the difference between having 10 and 9 friends is minimal.

However, there are also instances where effort and reward have a negative correlation, referred to as an inverted curve. These experiences and goals are often the most important in life. They require individuals to let go of conscious control and surrender to the natural flow of things. Trying to control our feelings and impulses can make us feel more powerless, constantly desiring more freedom can actually limit us, and desperately wanting to change ourselves can lead to feelings of inadequacy.

The goal is to teach our minds to stop chasing its own tail and to let go of the desire for control. By surrendering and recognizing our own limitations, we can find freedom and contentment in the vastness of the world around us.

In conclusion, as a product manager or in life in general, it is important to recognize and fill the white spaces between different elements, synthesize inputs from various regions, and embrace the paradoxical nature of effort and reward. Here are three actionable pieces of advice:

1. Embrace the ambiguity: Understand that the role of a product manager is ever-changing and can vary within different companies. Embrace the ambiguity and be adaptable in fulfilling your responsibilities.

2. Foster communication and understanding: Recognize the different perspectives and mental models of developers and users. Encourage open and effective communication between these two groups to bridge the gap and ensure a coherent product story for users.

3. Let go of control: In both product management and life, learn to surrender and let go of the desire for control. Embrace the natural flow of things and recognize that some of the most important experiences and goals exist on an inverted curve.

By following these pieces of advice, you can navigate the complexities of product management and life itself, finding success and contentment in embracing the paradoxes that come your way.