How do the big BIGs like Amazon, Google, Facebook, Netflix, Tesla design, classify and develop products in the certainty that they will explode on the market and be adored by billions of people in the world?
Perhaps surprisingly the answer is that these companies do things differently than most technology-based companies. In this article we will see a different point of view on how to discover and guide companies in the Tech world that are successful, that appeal to their customers and that also work for “your business”, that is, personal, that of each of us.
We will see how to discover the “right product” by implementing a simple process and we will also see how to create a product-based business culture.
Even if you are at the beginning of your start-up, you certainly work to get the most profit from the market and daily you commit yourself to buying skills that you then resell on the market, strengthening your position.
This article will offer you a new conception of the market, how you can hook the consumer to another and higher level and how to constantly innovate your product and stay on track.
What is hidden behind a product
Behind every well-made product, there is:
- a person (or maybe even more) who led a team of people who dedicated themselves to the birth of that particular product. People who have managed to combine technology and design to meet consumer needs and market demands. Normally these people are defined as “product managers”, but they could also be a start-up or a visionary CEO, it doesn’t matter: as long as they are visionaries capable of seeing far,
- one of these three types of companies: a start-up, a medium-sized company that is growing or a large company.
Generally in the start-up, the figure of the product manager is directly covered by one of the founding partners with about 25 engineers in tow.
In the medium-sized company, on the other hand, the situation is different because the company must not “be born”, it must instead face a process of growth.
We can do a different matter for the large company: in this case the people who work there are brought to “protect” what they have built and are a little reluctant to novelties or any type of idea that can bring about changes.
The duties of a self-respecting product manager
The main task is to evaluate opportunities, more specifically those that are directly profitable. The successful product manager manages to do this not only because he is a true connoisseur of the market and the product, but is also at ease in handling data and any performance analysis tool.
He also has knowledge of competitors and the whole management system around him. Let’s take a few examples of true successful product managers: Jane Manning from Google, Lea Hickman from Adobe, Alex Pressland from the BBC, Martina Lauchengo from Microsoft, Kate Arnold from Netflix and Camille Hearst from Apple.
The holistic aspect of the product
If we consider a product, we must not only look at it from a technical point of view but we must scan it according to a holistic interpretation.
This includes the functionality of the product, its features, the technological part that is directly proportional to its functionality, the ways in which they monetize the product: all of this, all in all, offers us the intrinsic value of the product.
Surrounding yourself with the “right people”
The product is the result of the work of all the people who work in the product team. Well, let’s try to understand how we can exactly define the roles, how to select the right people and understand which of them will be the right engine for the success of the product.
Basic principles of a good team:
1. Rule number 1 is fundamental : that it be a team of missionaries, not mercenaries. Mercenaries do what you ask them, missionaries instead believe in a vision they can share;
2. As regards the composition , a maximum of 12 people would be fine in principle;
3. Encourage, collaborate and above all feel that “nobody is nobody’s boss” even if a reporting system was implemented;
4. Find the right middle way between “sitting all in the same office” and a healthy “remote job”;
5. Try to make the people of the team feel good so that the team can grow and blend well, so that it lasts longer;
6. Leaving the maximum possible autonomy , delegating is the rule: in this way relationships are facilitated and self-esteem and respect are increased.
Questions to ask yourself to implement the right process
1- It means creating the right mix between technology, open mindedness for the growth of that particular product, exact questions that give a frame on which to operate and last but not least, a precise and shared corporate culture.
Questions to ask:
- will our typical consumer buy the product? (risk assessment);
- will our typical consumer understand how to use the product? (risk related to the usability of the product);
- how can we implement the technology of our product? (product feasibility risk);
- do the solutions we arrive at work for our business? (feasibility index of risk).
2- It also means understanding in which type of frame we operate
. First of all we must make sure that the whole team is aligned, that it has understood the purpose. At this point we create a map of how to lead the team in 6 different ways which are the right questions to ask (it is not known if risky or not, we should train us and our team to face them) and beat them one by one: