Yogesh Ramchandani’s Post

We assume that this product will work. The problem is that sometimes we work on a product without testing underlying assumptions of why we believe the product was going to create value for the business in the first place. However, without a clear starting point might take months and months to build the right product. In the end, users spend more on your product, and you never end up realizing more revenues for the business. Before we go jumping right into developing that idea, we first must outline what the idea is, and why you expect it to work. The method for doing this as a product manager is by building out a hypothesis. The principle role of this hypothesis is to help guide us in designing experiments to prove or disprove our idea before we overinvest in the business.

👨🚒🔥If your day as a Product Manager is spent putting out fires and handling 'urgent' tasks, you're not managing a product — you're managing chaos. Product management is about long-term strategy, not daily crisis control. If you're always reacting, when do you have time to lead? #StrategicThinking #BeyondTheUrgent --- 👋 Follow me for more… and while you are at it, why not re-share, so others can benefit from my rants 😁

What’s the right way to do Product?  ¯\_(ツ)_/¯ I have heard from dozens of product managers and leaders about what they think a Product role is and the “right” way to do product management. My conclusion is it completely depends on the situation and what your “team” needs. There are hundreds of things that someone in a product role could do in the real world. So here is the reality. What you do in a Product role and the mix in your daily work - should be different in nearly every situation. There are dozens of variables that change your job pie chart: - Size of the company - Phase for the product - Team Culture - Team Size - Type of product - Industry of focus - So many more… That brings us to the good news: Being a product manager is super diverse, so you get to choose your own adventure.  - What is the right formula for you?  - Where do you perform best?  - What is the type of leader you want to work with? We all need to remember this as we look for new opportunities. It's vital to your success or failure in your next role. Figuring out your ideal fit is not a simple journey…it only took me nearly 20 years. Treat your career like a product. Define your ideal customer profile, write out your ICP, and pursue opportunities that fit (or mostly fit) it. Thanks for listening…

"The honest truth is that the 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗿 𝗻𝗲𝗲𝗱𝘀 𝘁𝗼 𝗯𝗲 𝗮𝗺𝗼𝗻𝗴 𝘁𝗵𝗲 𝘀𝘁𝗿𝗼𝗻𝗴𝗲𝘀𝘁 𝘁𝗮𝗹𝗲𝗻𝘁 in the company. If the product manager - doesn't have the technology sophistication, - doesn't have the business savvy, - doesn't have the credibility with the key executives, - doesn't have the deep customer knowledge, - doesn't have the passion for the product, - doesn't have the respect of their product team, Then it's a sure recipe for failure." Said by Marty Cagan and it's absolutely true. Any of these gaps will lead you to fail in your career as Product Management. To develop these skills, you need to build what I term as "Product Muscles" - I personally struggled at "building credibility with key execs", I can clearly say, those early days were nightmare to get things rolling for the product I was working. It took time to build the credibility aka trust. Once I earned it, it was more of smooth journey. Stay tuned for the "Product Muscles" newsletter. If you interested to learn more DM me or book a call with me.

The honest truth is that the product manager needs to be among the strongest talent in the company. If the product manager doesn’t have the technology sophistication, doesn’t have the business savvy, doesn’t have the credibility with the key executives, doesn’t have the deep customer knowledge, doesn’t have the passion for the product, or doesn’t have the respect of their product team, then it’s a sure recipe for failure.

Being a product manager is hard. You're responsible for a product’s success or failure. You need to be able to: - Communicate across departments - Keep everyone aligned - Keep up with the market - Understand the customers - Ensure the product is built on time and within budget It's exhausting. So, how do you cope? My #1 tip: Focus on the customer. Understand their needs, pain points, and what they value most. Then, design a solution that meets those needs. If you can do that, everything else falls into place. Don't get bogged down in the details. ↳ Keep your focus where it really matters.

Product Management tip of the day! 💡 Product Manager should have a right balance of business and technology knowledge What kind of Product Manager are you? If you are more business focused, you can work on strategy, you will be better at the Go to market aspect of the role. If you are more technology focused, then you will be able to shape the product better, execute the roadmap better with engineering. Having the right balance of business and technology focus is important to be a successful product manager, based on your role and the industry. If you are in a technology company then you need to be technical as a product manager to be successful in the long run. So measure yourself on this scale and see which area you need to strengthen more! #productmanagement #productmanager

It really frustrates me that I have to explain this every time: → A product is built for users → Executives have their jobs because of users → I have a job or the funds to run a company thanks to a product’s users It’s obvious that we all need to work to satisfy users, and so does every product feature. But it’s often not that simple, and you have to adapt. As a good Product Manager, you should: 𝐋𝐢𝐬𝐭𝐞𝐧 𝐚𝐜𝐭𝐢𝐯𝐞𝐥𝐲 1️⃣ Understand your executives’ and stakeholders’ points of view, because they will have their own. 𝐔𝐬𝐞 𝐝𝐚𝐭𝐚 2️⃣ Use data to understand the potential value a feature brings and to support your arguments. 𝐄𝐧𝐠𝐚𝐠𝐞  3️⃣ Explain to your team why you (as a team) are doing things; this will boost their motivation.

As a product manager, dealing with surprises is an essential part of the job. Here are some ways to handle unexpected situations: 1. Stay calm: Keep a level head and assess the situation before reacting. 2. Communicate effectively: Inform stakeholders and team members about the surprise and its impact. 3. Analyze the situation: Identify the root cause and potential solutions. 4. Prioritize: Focus on the most critical issues and delegate tasks when possible. 5. Be adaptable: Be willing to adjust plans and strategies as needed. 6. Learn from the experience: Document the surprise and the response, and use it as an opportunity for growth and improvement. Some common surprises product managers face include: - Changes in market trends or customer needs - Technical difficulties or delays - Budget cuts or changes in resources - Unexpected competition or market shifts - Feedback or criticism from customers or stakeholders By being prepared to handle surprises, product managers can turn unexpected challenges into opportunities for success. #Productmanagement

Every product manager has faced it: A senior executive walks in and says, "We need (random feature I was talking about with my neighbor yesterday)". But here’s the problem: starting with solutions skips the most important step. Understanding the problem. Instead of just saying “yes” or “no,” ask: 1. What user problem are we solving? 2. Why is this a priority now? 3. How will we measure success? When you focus on problems, not pre-baked solutions, you discover more impactful opportunities, while also avoiding shipping features no one uses. The goal isn’t delivering features. It’s delivering value.