What got you here won’t get you there, says Reddit’s Alex Le and Kavin Stewart.
In Summary: Many new product teams are caught off guard when they start to gain real traction or reach product/market fit. Existing ways of doing things become ineffective as circumstances change. Product Managers have to accept they no longer speak for their customer and must use testing to drive decision-making.
In Kavin and Alex’ view, 3 areas change for product teams as the company matures: how they generate ideas, how they execute ideas and how they iterate on ideas.
Despite the hype, there is little value to A/B testing in the early stages of a product’s lifecyle as traffic is simply too low. It's better to speak directly to users and respond to requests and frustrations. As the base grows, it’s necessary to change to ‘hypotheses-driven Product Management’: identifying desired outcomes/metrics and developing testable hypotheses for achieving them.
To set your product teams up for success, you need to make them modular. Giving teams total ownership for conversion or engagement is more empowering (and measurable) than ownership for mobile or front end.
At the same time, its important to have someone responsible for the 'holistic product experience', to make sure each team’s output works together as a whole.
By structuring feedback carefully, Customer Success teams can ensure important messages get the attention they deserve, says Nicole Elize Demere.
In summary: Product Managers typically handle hundreds of requirements from a variety of stakeholders at any one time, and take on new ‘must-haves’ every day. As a result, they may seem unreceptive to more feedback and requests from the Customer Success team.
All customer comments are valuable, but some are more equal than others. It’s impossible for Product Managers to action every piece of customer feedback, so they are adept at prioritising according to importance. Customer Success managers should do the same by ensuring the feedback they pass on represents a significant problem for a segment of customers, and use data to estimate the size and the cost of the problem and the value of the solution.
Product Managers, in return, can showing appreciation for Customer Success team's insight into the customer by including them in their backlog planning and leaving 'space' in their backlog for the unforeseen requests they bring to the table.
Move slow and deliver delight, says SC Moatti.
In summary: SC Moatti is a former product leader at Facebook and author of the excellent new book, Mobilized. In another great interview with Firstround, she explains why mobile products are so different and why Facebook's philosophy of 'move fast and break things' didn't work on mobile.
Mobile products are deeply personal and carry specific expectations from users (as well as associated risks). SC covers funnel optimisation, shortcuts and hooks, the importance of demonstrating product value immediately as well as best practice for user-permissions.
Each lesson comes down to being mindful of users’ goals, understanding human attention, presenting clear and logical choices, and how to make a service feel personal without being intrusive.