Ali Sadhik Shaik

Product Management : beyond influencing without authority, to leading without authority. Influencing without authority has long been the name of the game for PMs. As the industry moves (rightly so) towards a world with fewer managers and more individual contributors, ICs must continue to build their muscle on how to lead without authority. What does leading without authority look like for an IC PM? - Don't measure your worth only through execution. Execution is table stakes. Have strong views on the right thing to build, and the right way to build it. - Insert yourself in critical discussions. Ask for facetime with leaders, present your views. Leaders must learn to listen and embrace feedback/inputs from senior ICs. - Ask for help. For e.g. if some complex data pull needs to be done, make a case to the data team and push your request. DIY is ideal but don't be averse to asking for help. - Be vocal about where you see gaps. Sometimes gaps exist because nobody's thinking deeply enough. Thinking is the job of the PM. You should've thought through issues and experiences before it hits your customers. There's unmatched satisfaction in being an IC PM and building as opposed to endless meetings, but we need to give more agency to the IC leaders. This will also need ICs to not distance themselves from leading - leading is part of the job.

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Product management demands honed skills that are cultivated and refined over time. Many believe they can effortlessly navigate the realm of product management, but there's a chasm between mere participation and achieving tangible outcomes. Here are five pivotal skills for product managers who consistently deliver results: 🚀Insightful Data Interpretation: Transforming qualitative and quantitative data into actionable insights necessitates sharp critical thinking. 🚀Product Intuition: This amalgamates cognitive empathy, creativity, and domain proficiency. While nurturing creativity can pose a challenge, it's entirely attainable. 🚀Compelling Data-Driven Narratives: Mastering the art of persuasive storytelling with data, while ensuring factual accuracy, is a skill that can be developed with practice. 🚀Versatile Communication: The ability to communicate effectively across various mediums is crucial for successful product managers. 🚀Decisive Decision-Making: Product managers are constantly required to make informed decisions swiftly, utilizing available information to prevent team stagnation or inertia. What stands as the foremost growth opportunity in product management within your organization? And what about yours? #productmanagement #coachingproductmanagers #productleadership #producttakes ------ 🌍 Shubham Karnwal 🆘 0-1 Product Managers 🔔 Follow me for more content ♻️ Share is care

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There are over ~150,000 product managers in India today, and this number is doubling annually. Many of these PMs, including me, follow PM leaders/influencers, listen to podcasts, read blogs, and immerse themselves in frameworks to upskill and create better products. If these frameworks were implemented effectively, India could produce world-class products like Instagram, Notion, and Amazon- potentially surpassing Silicon Valley's legacy. But there are a few challenges: - Frameworks and principles are great reads, but their real power lies in application. - Successful implementation requires adaptation, experimentation, and countless iterations. - Most importantly, it should be tweaked to various leadership styles and Org. structure. The path to creating a “killer product” is not just in knowing the rules- it’s in knowing when to break them.

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The Critical Role of User Acceptance Testing (UAT) in Product Success 🎯 Why UAT is a Non-Negotiable Step in the Product Lifecycle The dreadful race to launch products is something that a lot of product lifecycle practitioners are familiar with, it’s very tempting to focus on development speed and feature richness, but the hard truth exists that even the most technically sound product can fail if it doesn’t meet user expectations. This is where User Acceptance Testing (UAT) plays an important role. It is a vital phase that bridges the gap between a working product and a successful one. UAT isn’t just about finding bugs as most would assume it to be; it’s about validating the product’s value and realigns with the goals it was designed to achieve. Best Practices for effective User Acceptance Testing (UAT) 1. Start Early: Incorporate UAT planning into the early stages of product development. Define test cases, criteria, and success metrics alongside your requirements gathering. 2. Involve the Right Users: Choose testers who represent your actual end-user base. Their feedback will be more accurate and relevant to real-world usage. 3. Create Clear Test Scenarios: Develop test cases that reflect real-life scenarios your users will encounter. Cover common tasks, edge cases, and potential pain points. 4. Provide Proper Training: Ensure testers understand the product’s context and objectives. This equips them to provide meaningful feedback rather than reporting issues that stem from misunderstandings. 5. Document Feedback Thoroughly: Capture all observations, even those that seem minor. Small usability tweaks can make a significant impact on user satisfaction. 6. Iterate and Retest: Address the feedback promptly and conduct retests to validate improvements. UAT is an iterative process aimed at achieving product perfection. 🖼️ The Bigger Picture: UAT as a Strategic Tool Beyond its functional importance, UAT is a strategic asset that mirrors a product’s commitment to user-centricity. It opens a direct dialogue between the product team and its end-users, making sure the product not only works but thrives in the hands of its audience. Skipping or underestimating UAT is like skipping a final quality checking, you may save time, but you’re putting the entire project at risk. In the world of products, UAT is the assurance that you’re delivering not just what was built but what was truly needed. How do you approach UAT in your projects? #UserAcceptanceTesting #ProductManagement #UAT #UserExperience

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Startup Central | ThinKuvate: Bolstering tech-enabled startups Addison Appu, Partner at ThinKuvate, sheds light on the latest ₹100 cr fund, 'glocal' approach, key sectors in focus and more Avanne Dubash Addison Appu

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Many times in my PM career, my teams were executing at full capacity, as per the aligned product startegy and also building backwards from customer needs found during user research convos. But the products failed to deliver the impact in first go and required few iterations to hit expected success metrics. Reflecting back, the success was not denied due to execution, but due to lack of understanding of all parameters which lead to success in any complex initiative. Navigating such complex situations requires understanding the issue and then communicating the same with others in team to create a shared understanding of what's wrong. In such cases Dr. Mary Lippitt's Model helps understand what's really happening in an initiative. The model essentially says, there are 5 inputs to manage any complex change and if any of the 5 inputs is missing the team will struggle. Go through the screenshot to identify individual scenarios and the corresponding team reality. Once you understand the parameter absent in your relevant context, fix it proactively to increase your odds of success. From experience, defining right “ Incentives” for teams with conflicting priorities is the toughest and "Vision" and "Skills" are most difficult to change in short term and hence Product Managers typically tweak the other 3 parameters to achieve success. #productmanagement

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Launching a product is one of the most exhilarating yet challenging tasks for any product manager. It’s the culmination of months, sometimes years, of hard work, research, and development. The stakes are high, and the pressure to succeed can be immense. However, a well-executed product launch can set the stage for long-term success and establish a strong market presence. It's not just about getting the product out there — it's about making a lasting impact and ensuring that the product resonates with its intended audience. But how can you ensure that your product launch is not just good, but exceptional? Here are some strategies from the Product Ops book that can help you achieve a successful product launch. 1. Understand Your Market and Customer Needs - Conduct thorough market research and gather customer insights to ensure your product addresses real pain points. 2. Set Clear Objectives and KPIs - Define what success looks like for your product launch. Set clear, measurable objectives and key performance indicators (KPIs) that will help you track your progress and make necessary adjustments along the way. 3. Create a Comprehensive Launch Plan - A detailed launch plan is crucial. This should include timelines, responsibilities, and a step-by-step guide to the launch process. Make sure all stakeholders are aligned and aware of their roles. 4. Leverage Cross-Functional Teams - Product launches are not just the responsibility of the product team. Involve marketing, sales, customer support, and other relevant departments early in the process. Their input and support can be invaluable. 5. Test and Iterate - Before the big day, conduct beta tests and gather feedback. Use this information to make necessary tweaks and improvements. Iteration is key to refining your product and ensuring it meets customer expectations. 6. Communicate Effectively - Keep all stakeholders informed throughout the launch process. Regular updates and open communication channels can help prevent misunderstandings and ensure everyone is on the same page. 7. Prepare for Post-Launch - The work doesn’t stop once the product is launched. Have a plan in place for post-launch activities, including customer support, monitoring performance, and gathering feedback for future improvements. The key to a successful product launch lies in meticulous planning and cross-functional collaboration. It's essential to understand the market and customer needs deeply, set clear objectives, and involve all relevant departments early in the process. This holistic approach ensures that everyone is aligned and working towards a common goal.

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"The Function within an organization which is responsible for the product's overall success is known as Product Management. It is a collaborative function to align internal and external stakeholders towards product vision" Major pillars of Product Management. 1)Market Research  2) Product development  3) Product Launch ❇ Market Research ✔ Identify problems & the key market drivers. ✔ Gather customer needs  ✔ Evaluate market potential  ✔ Market Segmentation  ✔ User Research  ✔ Competitive Analysis  ✔ Value proposition  ✔ Business Model ❇ Product development ✔ Product vision and Roadmap  ✔ Objectives and key results  ✔ Product design  ✔ Ideation and prototype development  ✔ Feature prioritization ✔ Build and test  ✔ User acceptance ❇ Product Launch ✔ Pricing Strategy  ✔ Sales and support training  ✔ Release notification  ✔ Sales play book and battle card ✔ Product messaging  ✔ Customer demo  ✔ User feedback  ✔ Go to Market ✴ Various types of Product Manager. The following general types and popularly used designations in the PM domain. 🔸 Technical Product Manager  🔸 Data or Analytics Product Manager  🔸 Design Product Manager  🔸 Growth Product Manager  🔸 Product Marketing manager  🔸 Product line Manager 🔵 Product Management is a broad function which requires to understand the market problem and the ways their product can solve the problem. So, organizations use to split this broad spectrum of responsibilities between different departments so each can focus on their respective areas ( inbound vs Outbound). Key focus areas of inbound and outbound PM. ⏺ Inbound Product Management ◼ More engineering focused responsibilities ◼ Understand technical aspects and prepares technical requirements/ specifications  ◼ Provide solution to customer problems in the form of technical user stories  ◼ Chalk out product roadmap and own the priority of features  ◼ Collaborate with engineering, design and research stakeholders to develop and release features on time. ◼ Customer feedback loop and release management. ⏺ Outbound product Management ◼ More business focused responsibilities  ◼ Understand the pulse of the market and prepares go to Market strategy  ◼ Provide insights to position the product better amongst target audience  ◼ Derive the pricing SKUs with ROI aspects  ◼ Develop sales & marketing enablement materials such as product decks, sales playbooks, battle cards, marketing collaterals etc. ◼ Product training to customer facing teams ♻ Organizational Structure 0f Product Management 📶 Career Trajectory of a typical Product Manager ⬆ CPO/CXO/CEO ⬆ VP,PM ⬆ Director PM ⬆ Principal PM ⤴ Senior PM ➡ Product Manager (PM) Do let me know your take, I'm eager to hear your responses. 😊

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Product Managers, if you're seeking career growth insights, Lenny Rachitsky's recent podcast featuring Vikrama Dhiman is an absolute must-listen. Vikrama shares a valuable PM skill development framework, and immense wisdom and specificity on how to sharpen skills at every stage. While avoiding generational stereotypes, he definitely addresses what, I'd hazard, other leaders have noticed as a rising trend of young professionals seeking rapid career progression ahead of skill enhancement - and he does it with gracious & empathetic advice that is right on the money. For leaders aiming to mentor product managers effectively, this discussion is a goldmine too. Thanks Lenny and Vikrama for the thought-provoking dialogue #ProductManagement #CareerGrowth #LeadershipDevelopment

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Leadership doesn't necessarily means people management. It simply means to lead the group to a specific goal. Product Managers aren't necessarily people managers. They can be individual contributors but still leading the product team towards the business or product goal. Agree 👍 / Disagree 👎 ? #productmanagement #productmanager #aspiringproductmanagers #leadership ~~ If you found this post helpful, repost ♻️ this and follow me 👉 Nitish Rana for daily content at 𝟭𝟭 𝗔𝗠 & 𝟱:𝟯𝟬 𝗣𝗠 𝗜𝗦𝗧. You should also subscribe to my Newsletter 👉 The Product Leap if you are deciding to move into product role or have just moved.

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Leadership doesn't necessarily means people management. It simply means to lead the group to a specific goal. Product Managers aren't necessarily people managers. They can be individual contributors but still leading the product team towards the business or product goal. Agree 👍 / Disagree 👎 ? #productmanagement #productmanager #aspiringproductmanagers #leadership ~~ If you found this post helpful, repost ♻️ this and follow me 👉 Nitish Rana for daily content at 𝟭𝟭 𝗔𝗠 & 𝟱:𝟯𝟬 𝗣𝗠 𝗜𝗦𝗧. You should also subscribe to my Newsletter 👉 The Product Leap if you are deciding to move into product role or have just moved.

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519: Product verification, most important of the 19 activities of product management – with Nishant Parikh https://lnkd.in/g9y4c25E

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519: Product verification, most important of the 19 activities of product management – with Nishant Parikh https://lnkd.in/g9y4c25E

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Data is the ‘Brahmastra’ of Product Managers and the most effective way to drive Product Development. One of the main task of a Product Managers is Stakeholder Management. Each Stakeholder has an opinion. The superpower PMs can use to get their idea accepted in conflicting situation, is by using relevant data. PMs use data to align stakeholders with roadmaps, explain the benefits of what's been built, and prioritise what to build next. With constant pressure to learn faster and do more with data, PMs need to remain focused and efficient in this arena, with these simple rules: 1. Gather implicit data - There can’t be any excuses to it. There will be other priorities, but PM must find small ways to quantitatively measure user behaviour patterns across the product. Real visibility into how users will react to new features will come with this. Recognising features which hits the bulls eye, one with incremental benefit or a feature which is a backlash feature. Or even results of A/B testing. Look at transactional data, events, heat maps, logs, performance or error rates.  2. Qualitative Data is explicit data which needs to be given highest priority - In order to tell a story, PMs generally lean on implicit data to validate their hypotheses. But the devil is in the details. Whenever a particular data is to be analysed, qualitative feedback shared directly by users needs to be taken. E.g - after the release of a particular feature, the TAT has reduced, but qualitative analysis shows that users have moved to work arounds rather than the intended usage. This sort of analysis leads to protecting the bigger picture. 3. Reiterating:Always go to your customers when a qualitative or quantitaive difference is observed -  If we want to see how people are using your product naturally, questions based on their unique context about using the product in specific situations needs to be asked . For workarounds, special note to be taken. 4. Right users for the questions - While validating a data story, At B2B setup (both internal and external customers), product managers often engage with the C-suite as their customers. Their feedback might be different than the primary users of your product. Getting to the right users and posing the direct questions to them is very important 5. Track the right metrics -.As discussed above, measuring the right things needs to be ensured. Out of the many metrics that we may come across, we need to understand what metric will indicate that the product is succeeding in solving the customer problem in the way that we want.This is what we call as the outcome metrics.Eg-Revenue,NPS,Gross margin,Active users and so on. However when looking at the Outcome metrics we drill down to other metrics [More on this later] Caution : Staying clear of Goodhart's Law. - For example, if a call center employee is compensated for the number of calls made, those call numbers will go up but have potential adverse consequences (lower quality conversations)

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What makes great products great is balance Balance between depth of features and breadth of features Balance between how often their PMs say yes and say no to stakeholders Balance between speed of increments and quality of increments Balance between number of problems they solve and the importance of problems they solve Balance between business needs and user needs Balance between successful and failed feature launches Balance between agility and stubborness Great products are like those Grand Slam winners in tennis who know how to win games by understanding the conditions and balancing their games according to what is required Their greatness is inherent in their ability to balance! #ProductManagement #Balance #Products

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It is 2024 and I am yet to find any Product Management Certification in Indian landscape which gives good ROI. For instance spending 50k- 2 Lakh just for the Product managemt basics, case studies and "exposure" still does not make sense to me. It is all available Free today. I am looking for inputs or suggestions from people who have participated in such certifications who have gained value, feel free to comment and let me know your experience. DMs are also fine if you think you do not want to comment publicly. P.S: I am okay with the hate I get for writing this, I am a PM have too thick skin for all this. Sankalpa Sarkar (PSPO) Tannishk Sharma #productmanagement #aspiringpms #productmanagers

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***How to actually be a data driven product manager? Well if you are are the kind of PM who only looks at data supplied by your analyst in excel and has never documented a deliberate instrumentation section in your PRDs and has never logged in into your web analytics tool but love to proclaim yourself as a data driven PM, well let me peel the layers a bit*** 1. Let's start simple - first step is understand some basic nuances of data that you are seeing - let's say you are looking at conversion data - some simple questions you could ask yourself - Is it visit level or visitor level data, does it make sense to look at this data at this level, what do the attribution windows look like? Default attribution is ok or should you look at longer term attribution. 2. If the data feels off, do you have the ability to look under the hood and know whether it is due to an incorrect instrumentation problem or due to incorrect segmentation strategy - eg some segments applied at visits level, some at page views level. Hint - segmentation should generally be applied at same granularity. 3. When you are asking for more granular data - know what is feasible and what is not. Eg. if as a PM while launching the product you never bothered to instrument price buckets for devices on key events - then expecting your analyst to supply you conversion data for high end vs low end devices is foolhardy. Sure, he could first pull out the data by different device models and then manually bucket them but he is just paying extra tax for your own sloppy work. If you were planning to do this analysis from get go you should have built it into your instrumentation strategy. 4. Which brings me to a very important point always be very very deliberate and clear about your instrumentation plan- events and dimensions and make it part of your PRD. 5. Finally, you need to know the right tracking strategy for the problem at hand. Eg. if you want to know conversion of users who click on filters in the funnel, what should your tracking implementation be? Do you think if you track the click info in a page level variable as normally click data is tracked, you will be able to find the conversion? I hope you will do this in the future before loudly and proudly proclaiming yourself as a world class data driven PM. Let’s stop BS-ing shall we? Follow me for high quality content, not product philosophy but practical insights - https://lnkd.in/gHweK_q7 AND also here https://lnkd.in/ggUKftFq While you are at it you can also grab my product assignments playbook, 19 real product cases, all successful submissions, real job offers, ~258 pages of content. ***Grab it now**** - https://lnkd.in/gHzyN-Xc #product #datadriven #analytics

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