When deciding what to measure, we often choose metrics which sound good or metrics which are easy. These mistakes can make a product strategy incoherent, excessively expensive, and ineffective. How we talk about what we choose to do sets our teams up for success. Or failure.
Product Management / Product Ops / Product Strategy
Posted on:
Uselessly Wide Estimation Ranges
Estimating with ranges requires a level of transparency which may be uncomfortable because you are acknowledging what you don’t know. Doing this, however, cascades into multiple positive consequences. This is also a necessary component of outcome orientation.
Product Management / Product Strategy
Posted on:
Probabilistic Thinking in Problem Statements
Product management is fundamentally a discipline of decision-making. Which investments to make, which problems to solve, which customers to serve, etc. The approach we take to decisions is fraught with peril, and we benefit from removing unconscious biases – improving our ability to elegantly make decisions to improve and advance […]
Product Management / Product Strategy
Posted on:
Problem Statement Impact and Assumptions
Quantifying the impact of your problems puts them in perspective. It also exposes the assumptions you’re making, creating a virtuous cycle helping you to improve your framing of the problems, and making it possible to prioritize among them.
Product Management / Product Ops
Posted on:
Biasing with Problem Statements
Good product management is understanding the problems your customers want to solve, how your customers get value from solving those problems, and figuring out how best to help them. We need a little help to actually understand those problems from the customer’s point of view. Even good product managers will […]
Product Management / Product Ops
Posted on:
Problem Statements Solve for SomeWhen
There is more to identifying who’s problem you’re trying to solve – you need to also have a sense for the context in which they experience the problem. Problem statements solve for someone, and good problem statements also solve for somewhen.
Product Management / Product Strategy
Posted on:
Problem Statements Solve for Someone
There’s a difference between who is exposed to a situation (many people) and who experiences that situation as a meaningful problem they would like to solve (a select few). It is important to not describe a situation as self-evidently bad, but rather to reshape your framing to discuss the problem […]
Product Management
Posted on:
Defining the Problems
In my previous article, I shared an improved template for writing problem statements. Knowing a good structure is necessary, but you also need to avoid filling the good template with bad content.
Uncategorized
Posted on:
A Better Problem Statement Template
To improve how you build products, you need to write problem statements defining which problems you intend to solve. This helps your thinking, shapes your strategy, and creates purpose for your people. Writing your problem statements with a good template makes this easier.