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How we build our Product Roadmap at Asana | by Jackie Bavaro | Medium

 3 years ago
source link: https://nextbigwhat.com/how-we-build-our-product-roadmap-at-asana-by-jackie-bavaro-medium/
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How we build our Product Roadmap at Asana | by Jackie Bavaro | Medium

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  • At Asana we wanted to get the best of both worlds: a clear strategy where everyone can connect the dots from their daily work to the company mission, and a collaborative process where the people closest to the work can influence our direction.
  • If there’s a company outcome we feel is really important, we consider what work we could do to achieve it, and how much work we can fit into a year.
  • Teams determine their own work and their own KRs, and the Objective owners review the KRs to ensure that the work we’re doing will actually add up to achieving the Objective.
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How Product managers can manage stakeholders

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Attended @gcmouli’s Unboxing PM – Sakeholder management session last Saturday. Organised by @nextbigwhat and moderated by @cnha. 📅

Excellent session full of real life examples and actionable insights 🚀🚀

Few takeaways for me in the thread below: 👇

1) Diligence+ thoughtfulness 🧠> agility

Need to keep this in mind in the ‘move fast and break things’ culture.

2) PMs are expected to empathize, influence and educate the bigger picture. Expected to dive deep and have a 30k feet view. 📈

It is a tough job 🙂

3) Relationships matter 🤝🤝- The examples Mouli gave were on point and very relatable.

4) One pager in prose (or 6) >> verbal discussion

Writing in prose helps. ✍️✍️

Actionable tips on how to send a document in advance and following up with decision makers to give their feedback.

5) Disagree and commit. Write down that somewhere, though!

Be assertive when the idea proposed by you doesn’t get accepted but back it with data. If things don’t work and you had ‘told them so’, document the same without blaming anyone with an intention to help the group learn.

6) When working towards consensus or solving tough problems, go with a ‘learn’ attitude than a ‘solve’ attitude. 🤔
7) Identify the key decision makers and ways to work with them. The oldest engineering manager may may be more influential than the newly appointed CTO. 🙂 💼💼

8) The loudest guys may not always be the most effective. 🗣🗣

This is a skill I would like to master by remembering that ‘it is not essential to be extroverted and forceful to be good at stakeholder management’

9) How to build relationships in a pandemic- Schedule 1:1 conversations with no agenda other than to get to know people. 👋 👋

Since you cannot meet people over coffee, this can help break ice and get to know the real people behind the camera.

– end of thread-

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Why it’s dangerous to scale a product with questionable product/market fit

When Should The Product Manager Quit?

Here’s why it’s so dangerous to scale a product with questionable product/market fit: The Traction Treadmill

It’ll kill your company.

Let me explain why it happens.

Sometimes you build a product that’s just doing okay. Not great, but not bad either. Users show up, and some of them stick around – but not many

Some teams look at this and are overly optimistic – it’s time to scale. Just add users, instead of increasing stickiness

And this works, for a time. You can grow fast just by doubling ad spend. Or tripling ad spend

In the early days this works. 3x with 1,000 users just means you need to buy 2,000 users

Repeat again?

Here’s the problem: Then a large % of those users burn off. That’s fine, maybe just replace them?

To 3x again, you have to replace the % you lost plus buy another whopping amount just to grow

That might work, if you’re still dealing with 1,000s or 10,000 users

The traction treadmill eventually arrives once the numbers get big

This is when you lose a % of users fast, but then just have the budget and funding to replace them- but then can’t keep grow on top

You start running hard and just staying in one place

You might increase budgets. Pay up on CAC/LTV. Optimize and run experiments. And that works.. until the treadmill reappears

The problem with the treadmill is that your team and scale makes it hard to iterate substantially on the product and business. You’re locked in

If things flatten for months, or a year, eventually morale becomes a problem. Options start to narrow. And the real solution – to increase stickiness – becomes too slow and complex to execute

Then you fall off the traction treadmill. Game over.

In the end, this story isn’t about polishing your product forever. But it’s important not to do it prematurely either – because it’s often unfixable.
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