So I’m a GM now :). Learning by writing is my thang so the next few posts will be about all things GM. Hopefully, fellow GMs and my core constituency of product folks will find this interesting and useful! The GM role in tech companies is a broad role that is accountable for a commercial (revenue and or profit) number. A GM has three levers of Product, Sales, and Marketing to achieve this outcome. Coming from a product and engineering background it was instructive to me to understand how sales and marketing differ from the product and engineering function. These are my observations/learnings from the few months on the job!
Always ask great questions – that’s the hallmark of a good leader – Every leadership coaching session
If everybody asks questions – who’s got answers? – Me
This post is a rant.
The last post was about what to avoid, this post is about what you can do to make a migration successful.
Sequencing is key
With any large initiative, the natural impulse is to throw a lot of people at it. Avoid this impulse at all costs. At the beginning of the project, it is better to have a small team of your crack developers and senior engineers and PM’s to focus on building a skeleton of what the end state would be like.
At some point in your product career, you will do a systems migration or a system rewrite. In this two-part series, let’s explore some lessons learned. This first post is about the things to avoid before starting a systems migration. The second post will walk through some practical tips for organizations on the most efficient way to pull this off.
To set the stage – How do you get to the point of needing a rewrite in the first place? The general arc of startups starts with an MVP that is designed quickly. It’s all lean in the beginning, this is the MVP phase. Most backend processes are manual. It makes sense – you don’t know if there is product-market fit and so you don’t over-engineer and make a full end to end software solution. As you find product-market fit, your user base starts growing exponentially and you enter the bolt-on phase. There isn’t enough time to slow down and add incremental features to the core product to make scaling easier. So you start bolting on hacks on top of hacks, pseudo automation based on excel macros and more policies and procedures to keep up with the growth. Your software system now gets to spaghetti level status.Read More »
I’ve always been interested in figuring out what signifies greatness in PM, what makes a great PM?
A source of signal for me has been the ability to deal with ambiguity. Great PMs have this innate ability to take ambiguous thoughts/ideas/strategies as input and come up with a coherent executable plan which then they execute ruthlessly. A great PM has the superpower of bringing clarity to everything.
The topic of generalists vs specialists always comes up in PM hiring and strategy conversations. I see PM hiring managers and PM’s themselves struggle with this a lot. What got me thinking about this topic is David Epstein’s new book Range. The core thesis in the book is, and I quote, “Range explains how to maintain the benefits of breadth, diverse experience, interdisciplinary thinking, and delayed concentration in a world that increasingly incentivizes, even demands, hyperspecialization.” So how should you think about this topic? What are the nuances?
The anti-pattern I’d like to explore today is what I affectionally call the head of
It starts off quite innocently. Let’s assume you are the CEO at the early stages of a company and you have identified a problem to solve, say in the general area of customer support. Customer support as a function doesn’t exist yet. You ask around your peer group, you look at successful companies and then you make the common mistake – you get afflicted by senior’
Nothing is more responsible for the good old days than a bad memory – Franklin Pierce Adams
We’ve all read about how culture eats strategy for lunch. The internet is jam-packed with a million blog posts on the superficialities of culture. Its time for some inside baseball with some actual actionable things to watch out for and prevent.
It is absolutely true that the culture of the company dictates how it can adapt to change and eventually succeed. Culture is hugely important, however along the journey from a small company to a midsize company to a large public company, the culture will change. At all these stages, different parts of the company will have different cultures and norms. In fact sometimes within the same team, you will have differences based on where the teams are located and their size.
I just finished reading the book Thinking in bets by Annie Duke. I highly recommend this book if you want to understand how to make better decisions. She talks about this amazing concept called resulting that blew my mind. In her own words
…was a victim of our tendency to equate the quality of a decision with the quality of its outcome. Poker players have a word for this: “resulting.” When I started playing poker, more experienced players warned me about the dangers of resulting, cautioning me to resist the temptation to change my strategy just because a few hands didn’t turn out well in the short run.