Evolving Enterprise 2022 - Building and Running Product Teams | Summary and Q&A

TL;DR

In this master class, product leaders discuss the importance of building and running effective product teams, including the transition from founder-led to professional management, hiring the right talent, team structure, remote work challenges, customer discovery, feedback loops, rollbacks, and prioritization.

Key Insights

• 🗯️ Hiring the right product managers is crucial for successful growth and scalability, with a focus on a player-coach model and strategic alignment with CEO and business goals.
• 😤 The structure and composition of product teams should evolve based on the company's size, product complexity, and customer needs, while fostering collaboration and information sharing across functions.
• 🧖 Remote work poses challenges to team alignment and communication, which can be mitigated through periodic in-person team gatherings and clear expectations around collaboration.
• 👤 Customer discovery and user research play an integral role in validating product strategies, understanding user needs, and enhancing product outcomes.
• 💄 Incident management and rollbacks should prioritize customer empathy, transparency, and decision-making criteria to ensure timely response and minimize disruptions.
• 🍉 Prioritization requires a balance between customer requests and moonshot ideas, with a focus on short-term customer satisfaction, long-term strategic goals, and resource allocation.
• 🤔 Persona-based thinking and user segmentation help tailor product strategies and experiences to specific customer needs, driving better adoption and outcomes.

Transcript

everybody i'm bailey dickey i lead networks here at ggb and i'm excited to welcome you all to our sixth annual evolving enterprise um this year we're doing something a little bit different we're hosting a series of seven master classes on different top of mind topics for ceos and functional leaders this series is going to run every wednesday from 1... Read More

Questions & Answers

Q: How can CEOs transition from founder-led to professional management of product teams?

It is important for CEOs to understand their unique strengths and bring in product managers who can take over the strategic and tactical aspects of product management to drive growth and scalability.

Q: What qualities should be considered when hiring the first product manager?

The first product manager should have prior experience, be comfortable with ambiguity, possess a strong strategic mindset, be curious, and able to wear multiple hats in a small team environment.

Q: How do you structure product teams as the company grows?

Team structure may vary based on factors such as industry, business objectives, product complexity, and team capabilities. The pod model, with cross-functional collaboration and shared goals, is effective in fostering creativity and alignment.

Q: How do you incorporate user research and customer feedback into the product development process?

User research should be integrated into the product development lifecycle, ensuring that teams have access to customer insights and can validate design decisions. Having a dedicated UX research function can provide deeper insights into customer needs, while involving stakeholders in research activities promotes a customer-centric approach.

Q: How do you balance customer requests with pursuing moonshot ideas?

Prioritization should be based on a clear understanding of the customer's impact, business objectives, and resource allocation. Having a framework, such as product buckets, helps categorize requests, organize prioritization discussions, and ensure a balance of short-term customer satisfaction and long-term innovation.

Summary & Key Takeaways

• Building and running product teams requires a player-coach model, with team members who can wear multiple hats, navigate ambiguity, and interface with various stakeholders.

• As companies grow, it is crucial for CEOs to focus on their unique strengths and bring in outside expertise, including product managers, to lead and execute product strategies effectively.

• The organizational structure and team composition may vary depending on factors such as company size, product complexity, and customer needs, but collaboration and information sharing between product, engineering, and design are critical.

• Effective customer discovery and user research practices help in understanding user needs, validating product strategies, and ensuring successful product outcomes.

• Rollbacks during incidents should be approached with transparency, customer empathy, and clear decision-making criteria, balancing the urgency to fix issues and minimize disruptions.

• Prioritization of customer requests versus moonshot ideas requires a balance between short-term customer satisfaction and long-term strategic goals, with a focus on segments, impact, and resource allocation.