Anirudh Dingari

0to1 ⚡ Key considerations - Sharply define TG & problem, macro data around TG & problem, product solution fit, product market fit, quick mvp dev & iterations, communicating value, user feedback (qualitative), retention & churn, evaluating distribution options 1to10 🔥 Key considerations - Refining user experience, macro/micro view of data (quantitative), marketing/distribution effectiveness & efficiency, retention & churn, app/web performance, competitor features/pricing, roadmap & sprints, analysing feature impact

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When you say your product has Product Market Fit, it means your product has achieved PMF for specific segments of users, not everyone which you consider as your potential user. PMF is always segment specific, it is never generic. So next time you want to grow your product, understand which set of customers loved your product initially and find similar customers who have similar needs.

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𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿-𝗖𝗲𝗻𝘁𝗿𝗶𝗰 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗥𝗼𝗮𝗱𝗺𝗮𝗽 Ever launched a killer feature... Did it fall apart? It happens to the best of the best. What can you do to make a product roadmap that your customers will appreciate? A customer centric product roadmap is the key to a successful product in today's fast paced market. Making one is as follows. 𝗛𝗼𝘄 𝘁𝗼 𝗺𝗮𝗸𝗲 𝗮 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿-𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗿𝗼𝗮𝗱𝗺𝗮𝗽 𝗕𝗲𝗰𝗼𝗺𝗲 𝗮 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗗𝗲𝘁𝗲𝗰𝘁𝗶𝘃𝗲 - 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝗻𝗲𝗲𝗱𝘀 𝗼𝗳 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀: Don't betray the notion of guessing Find hidden preferences and drawbacks through surveys, user interviews, and data analytics. Get to know what your customers want. 𝗣𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗟𝗶𝗸𝗲 𝗮 𝗣𝗿𝗼 - 𝗚𝗶𝘃𝗲 𝗮𝘁𝘁𝗲𝗻𝘁𝗶𝗼𝗻 𝘁𝗼 𝗲𝗹𝗲𝗺𝗲𝗻𝘁𝘀: There are differences in features. Use a customer centric approach, such as outsourcing tasks, to identify features that offer the most value and solve critical issues.  Focus on features that address the most pressing customer issues and provide the most value. 𝗦𝗲𝘁 𝗖𝗿𝘆𝘀𝘁𝗮𝗹-𝗖𝗹𝗲𝗮𝗿 𝗠𝗶𝗹𝗲𝘀𝘁𝗼𝗻𝗲𝘀  - 𝗦𝗲𝘁 𝘂𝗽 𝗰𝗹𝗲𝗮𝗿 𝘁𝗮𝗿𝗴𝗲𝘁𝘀: Be honest, it's a must Explain the concept of roads with realistic timelines to keep your team and customers on the same page. Set precise deadlines and timeframes for feature development and release. 𝗠𝗮𝗸𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀 𝗬𝗼𝘂𝗿 𝗖𝗼-𝗣𝗶𝗹𝗼𝘁𝘀  - 𝗧𝗮𝗹𝗸 𝘁𝗼 𝗰𝘂𝘀𝘁𝗼𝗺𝗲𝗿𝘀, 𝗵𝗮𝘃𝗲 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻𝘀 𝘄𝗶𝘁𝗵 𝘁𝗵𝗲𝗺: Your users are the best advisors Use customer feedback loops to guide the process, such as surveys, beta programs, or user testing. Talk to your customers during development to get their input and make adjustments. 𝗕𝗲𝗻𝗲𝗳𝗶𝘁𝘀 𝗼𝗳 𝗮 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿-𝗖𝗲𝗻𝘁𝗿𝗶𝗰 𝗥𝗼𝗮𝗱𝗺𝗮𝗽: 𝗜𝗺𝗽𝗿𝗼𝘃𝗲𝗱 𝘂𝘀𝗲𝗿 𝘀𝗮𝘁𝗶𝘀𝗳𝗮𝗰𝘁𝗶𝗼𝗻 𝗮𝗻𝗱 𝗲𝗻𝗴𝗮𝗴𝗲𝗺𝗲𝗻𝘁. Retention rates increase the customer's lifetime value Customers like hearing from them and they become loyal brand advocates. Deliver on features that your users really like. 𝗥𝗲𝗱𝘂𝗰𝗲𝗱 𝘁𝗵𝗲 𝗳𝗿𝗲𝗾𝘂𝗲𝗻𝗰𝘆 𝗼𝗳 𝗰𝗵𝘂𝗿𝗻𝗶𝗻𝗴. Deal with pain points now not in the future. A roadmap that prioritizes the needs of the customer helps prevent churn. Ease customer pain by reducing churn by addressing their pain points immediately. 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝘁𝗶𝘃𝗲 𝗲𝗱𝗴𝗲: Keep up the good work. If you constantly make adjustments based on customer requirements, you'll be left behind by the competition. Keep improving your product based on customer feedback, standing out from competitors. Keep thinking about your customers and you can develop a roadmap that not only benefits your users but also long-term success for your product. Those flops can be turned into great features that your customers will appreciate. #ProductManagement #CustomerCentric #ProductRoadmap #UserEngagement #CompetitiveAdvantage

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Product Management is one of the most vaguely defined roles in the Indian startup ecosystem. PMs gain their experience from the companies they work for. Companies take full liberty in how they use and train PMs to get the work done. That’s why you will always find PMs with different areas of strength. Folks could be good at one or more of the following: Data, user experience, design, research, project management, business, content, stakeholder management etc. But the irony is that companies, during interviews, still look for skill sets which they themselves cannot provide PMs once they join. Some of them also continue to have weird 1:10 ratio of PMs to Engineers, with unfinished work on the table, always. When things cannot just function coherently without a PM, why judge them differently? I think it is high time PMs get the credit for their true value, worth and contributions to the growth of the Indian startup space 🙂 #productmanagementirony #startuppms #pmvalue

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3 questions to help Product Managers anticipate failure to derisk their ideas when conceptualising next 0-1 product : 1️⃣ On understanding demand: Is there existing demand for the product category or is it unknown? - If the demand is unknown then you need to figure out which user segments to target first to be successful and if the demand is known, then you need to find ways to outcompete the incumbents via differentiation. 2️⃣ On tech feasibility: Can we access/build technology which can solve the identified problem - Building new technology is a classic engineering challenge. Unless you are not building a Deep Tech product or creating the next frontier AI model/AI product, this risk will be manageable with the right engineering skills and use of existing technology. 3️⃣ On building something meaningful: Can users get meaningful value from our product repeatedly to build habits around our product ? - Mitigating value risk will help you reach a strong Product Market Fit for your product and pave path for growth stage. You may want to include business viability question in above list (whether business can extract value), but in reality business model is perfected after reaching PMF via solving demand, tech and consumer value. Let me know what you think should get added to above list of questions. #productmanagement

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𝐁𝐮𝐢𝐥𝐝 𝐕𝐬 𝐁𝐮𝐲 𝐟𝐨𝐫 𝐏𝐫𝐨𝐝𝐮𝐜𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐫 Top Free Resources Build vs buy is a classic dilemma for Product Managers in the software industry. While building everything may not always be the best strategy, focusing on your core competency and buying the rest can be a game-changer. In today's service economy, the decision between paying for a service or developing it in-house is a constant challenge. As a Product Manager with limited resources, factors like maintainability, scalability, user-friendliness, cost, customization, and stability add to the complexity of the decision-making process, often leading to a dilemma. With reliable and cost-effective vendor solutions available for a wide range of functions, it's increasingly common to purchase most functionalities outside your organization's core strengths. The real value of an product lies in optimizing the combination and delivery of these services rather than reinventing the wheel with each component. 𝐊𝐧𝐨𝐰 𝐦𝐨𝐫𝐞 𝐚𝐛𝐨𝐮𝐭 𝐟𝐨𝐥𝐥𝐨𝐰𝐢𝐧𝐠 - What should you always build in-house? - How to evaluate embedded products - Determine whether the value is worth the cost. - Consider your opportunity cost - Evaluating Extensibility & Scalability  - Build vs. Buy: The Benefits and Drawbacks 𝐓𝐨𝐩 𝐟𝐫𝐞𝐞 𝐫𝐞𝐬𝐨𝐮𝐫𝐜𝐞𝐬 𝐭𝐨 𝐮𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 "𝐁𝐮𝐢𝐥𝐝 𝐕𝐬 𝐁𝐮𝐲" 𝐛𝐞𝐭𝐭𝐞𝐫 1. To Build, Or To Buy? A Modern Product Manager’s Perspective On A Classic Problem – Pendo.io https://lnkd.in/gmvesFW2 2. Build vs. Buy – A Product Manager’s Guide to Not Building Things – Product that count https://lnkd.in/gAWW35ek 3. Shipping Product Features - The Ultimate Build vs. Buy Framework - Brian Yam https://lnkd.in/gkZ9jKhh 4. Build vs. Buy: 10 Factors You Should Consider - Alex Mitchell https://lnkd.in/g5Nag3kA 5. Build vs Buy — Strategic Decision as a Product Manager - Bhagath G. https://lnkd.in/gQnQc8JE 6. How to assess build vs. buy as a product manager – Fivetran https://lnkd.in/g7mRzqFT 7. Build vs. Buy: Factors to Consider When Making a Software Decision - AppDirect https://lnkd.in/g9PtcznN 8. Build vs Buy: The 6 steps framework to avoid disasters - Divbyzero Consulting AB https://lnkd.in/ggSAXcqs #save #bookmark #sharethispost Photo credit - Divbyzero #ProductManagement #BuildVsBuy #CoreCompetency #VendorSolutions #DecisionMaking #productdevelopment #productmanagement #productleadership #productinnovation #product #fintech #SaaS

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Product Management of Super Apps vs. Regular Apps: Key Differences and Strategies Off late, we've seen many super apps emerging, combining multiple services into one seamless user experience. Here are some key insights from a product management perspective on the differences between managing a super app and a regular app: 1. Scope and Complexity: Super apps typically combine multiple services like payments, shopping, ride-hailing, loyalty rewards and more. Managing this complexity is challenging. 2. User Experience: Seamless transitions between services are crucial for super apps, which is more intricate than optimizing a single service. UI/UX designs play a crucial role here. 3. Cross-Functional Coordination: Building a super app involves multiple teams, requiring more coordination than a regular app. 4. Scalability: Super apps need robust infrastructure to handle a large user base and high transaction volumes. 5. Modularity and Micro-services: Super apps benefit from modularity and micro-services for integration flexibility and scalability. 6. Strategic 3P Partnerships: Super apps often need 3P partnerships to offer a wide range of services. 7. Market Differentiation: Super apps face fierce competition and require innovative strategies to stand out. Some of my favourite super apps that I have enjoyed using as a customer: India: Paytm, Tata Neu, Amazon India, Airtel Thanks UAE: Careem, Noon, Dubai Now, Botim, Etisalat One Building a super app is an exciting journey requiring strategic vision, cross-functional collaboration, and a focus on modularity. If you have more insights on Super apps vs. Regular apps, I'd love to hear your thoughts! #ProductManagement #SuperApps #TechInnovation #Fintech #UserExperience #Scalability #Careem #Paytm #TataNeu #AmazonIndia #AirtelThanks #Noon #DubaiNow #Botim #EtisalatOne

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💡The case for micropayments. Does this help with better product experience and for business? 🤔 I think yes it's a win-win both for users and business. So, recently stumbled upon a tweet from Paras Chopra (Co-founder, Wingify) where he posted about how one can escape paywalled articles via a hack i.e. Inspect element. IYKYK :) The tweet went viral as many users thought he was encouraging users to do this. However, the main inference from this is: That content/consumption business shouldn't force users to buy the whole subscription. They should enable an option to pay for a single article i.e. micropayments This makes for logical sense: ✅With sachets, or micropayments, decision-making for a user is easier. It’s then just about experimenting with price ✅Businesses will be able to segment and nudge better. Say a user has already bought and consumed 3 units, a simple nudge showing her to upgrade to a subscription would make her compare objectively Let me know what you think in comments. P.S: This was one of the interesting reads in UXH Mixology #29: https://lnkd.in/ghj38rCS

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#ProductMusing: 🚀 Balancing Speed and Quality in Product Launches 🚀 Navigating the delicate balance between speed and quality is essential in product development. Here are a few strategies and frameworks I've found especially effective: 🌟 Set Clear Goals: Define your Minimum Viable Product (MVP). For instance, Airbnb initially launched with just an MVP focusing on basic home-sharing features before expanding. 🌟 Agile Methodologies: Use Agile frameworks like Scrum or Kanban for iterative development. Companies like Spotify have scaled using Agile to deliver high-quality products quickly. 🌟 Cross-Functional Collaboration: Foster a culture where Quality Assurance (QA) is integrated within all teams. Apple’s success, for instance, stems from embedding quality across all departments. 🌟 Automation Tools: Leverage automation for testing and deployment. Tools like Jenkins and Selenium can significantly reduce manual testing time and ensure consistent quality. For example, LinkedIn uses automation to streamline its QA processes. 🌟 Continuous Improvement: Implement a Kaizen approach for ongoing enhancements. Toyota’s Kaizen philosophy has been instrumental in maintaining high standards while improving speed. Balancing quality and agility is key to a successful product launch. Focus on delivering exceptional value without compromising on standards! 💡 #ProductManagement #QualityAssurance #Agile #Leadership

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Great thoughts. Porter 5 forces are quite often neglected either due to the lack of knowledge by the PM (wrong PM hiring in this case), or the lack of time and pressure from senior management to just take the product live. Either way, Porter 5 forces should be understood by the product team and implemented. It has great influence on what exactly is being built and the prioritization process.

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🌶 Hot-take: Product Managers should be embracing P&L Ownership Owning a share of business profitability from the outset not only simplifies product decision-making but also justifies a product leader's role in an era where tech companies are aggressively cutting costs. This financial stewardship is crucial for aligning product strategies with company-wide financial health and ensuring the sustainability of one's position within the organization. 🚨The challenge: The product Team's KRs are not always P&L-related Product teams are often tasked with specific KPIs like retention or growth, which do not always directly correlate with immediate profitability. Yet, our work is crucial in contributing to the broader P&L managed by the CEO. As product managers, we must navigate our roles with precision and align closely with corporate objectives. A good example is areas such as internal tools, where the impact on profitability may be less direct yet still vital. 🏋🏻‍♀️ Product Owner is not enough The recent industry-wide layoffs have flooded the market with talented product managers, raising the bar for everyone. Today, being a product owner is insufficient; one must be a strategic partner who actively contributes to the business's bottom line. We should be systems thinkers, balancing user needs with business viability to deliver real value. 🤝Make the finance team your ally I've always worked alongside finance teams in all companies I've worked with. This ensures that each product initiative not only solves customer problems but also enhances the company's financial position. It's also key to ensure that as a Product Manager, you provide realistic expectations on the outcomes your features will bring to the business. 🧠 Wrapping it up Our role as product managers is evolving from mere guardianship of product development to being pivotal in financial strategy and execution. This shift requires a deep understanding of both market demands and the financial implications of product decisions. The successful product manager of today can justify their strategic decisions and their role, ensuring their contributions are both impactful and aligned with the overarching goals of their organization. What are your thoughts on owning P&L responsibilities? Have you faced this in the past?

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💡 Building a #Loyalty App: What It Takes to Succeed as a #Product #Manager 💡 As a product manager in the loyalty industry, I’ve come to realize that success goes beyond just knowing how to build a great app. To *truly* deliver value, you need to wear multiple hats, understand diverse perspectives, and constantly learn. Here are the key areas I believe every PM in the loyalty space should focus on: 1️⃣ Customer Psychology: Loyalty is about building relationships, not just transactions. Understanding what motivates customers—be it rewards, recognition, or a sense of belonging—is crucial. And yes, don't be afraid to step into the psychological aspect of buying, "buyers remorse" etc. This can shed so much light on improving customer usability and trust in your app. 2️⃣ Data & Analytics: Loyalty programs generate a wealth of data. Like, really, a lot. A lot, a lot. Being able to derive actionable insights from this data is key to refining the program and personalizing the experience. 3️⃣ UX/UI Design: My favorite topic :) Seamless, intuitive experiences can make or break your loyalty app. Customers should find joy, not friction, when engaging with your platform. 4️⃣ Industry Trends: From gamification (Hi, Duolingo, I'm looking at you) to competitors you haven't even heard of - look everywhere. Staying updated on the latest innovations ensures your app remains competitive and forward-thinking. 5️⃣ Partnerships & Ecosystems: Loyalty thrives on collaboration. Knowing how to build meaningful partnerships—whether with other brands, merchants, or tech platforms—can exponentially increase your app’s value. It’s a dynamic and ever-evolving field, but that’s what makes it so exciting! Every day is an opportunity to learn, grow, and create experiences that customers will love and remember. For those of you in the loyalty industry, what other areas do you think are essential to master? Let’s share insights and grow together! 🚀 #ProductManagement #LoyaltyPrograms #CustomerExperience #TechInnovation #UXDesign #DataDriven #Partnerships #Leadership #LoyaltyIndustry

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PMF Expansion - How It Propelled Industry Leaders Ahead 🚀 Product-Market Fit (PMF) is the foundation of any startup’s success. But beyond achieving it, expanding PMF is what really differentiates long-term winners from those that fall behind. Let’s take a look at Uber vs Lyft and 5 other industry competitors where PMF expansion played a key role: 1. Uber vs Lyft: While both Uber and Lyft found PMF in ride-hailing, Uber expanded its offering to include Uber Eats, freight services, and global expansion—diversifying its business model and ensuring PMF beyond just urban ride-sharing. Lyft, on the other hand, remained focused on its core product and geographical regions, limiting its potential reach. As a result, Uber’s growth has outpaced Lyft’s. 2. Amazon vs eBay: Amazon didn’t stop at online retail—it expanded into cloud computing (AWS), video streaming, and even grocery delivery (Amazon Fresh). By diversifying into new markets and finding PMF in multiple sectors, Amazon became a giant. eBay, however, remained primarily focused on its original marketplace model, leaving significant growth opportunities on the table. 3. Netflix vs Blockbuster: Netflix, after nailing PMF with DVD rentals, quickly pivoted and expanded into streaming and eventually original content production. By broadening its PMF into new consumer needs, Netflix outpaced Blockbuster, which failed to innovate beyond brick-and-mortar rentals, ultimately leading to its demise. 4. Airbnb vs HomeAway (Vrbo): Airbnb’s PMF expansion into experiences, long-term stays, and international markets allowed it to cater to a wider audience. HomeAway (now Vrbo) stuck primarily to vacation rentals, missing opportunities to tap into new customer segments and traveler needs. 5. Tesla vs Rivian: Tesla didn’t stop at electric cars—it expanded into battery storage, solar energy, and autonomous driving, broadening its PMF. Rivian, though an exciting new player, has yet to expand beyond its initial EV offerings, making its growth more limited for now. 6. Zoom vs GoToMeeting: Zoom’s expansion into video webinars, cloud phone systems, and virtual events shows how expanding PMF helped it stay ahead in the video conferencing space. GoToMeeting, despite being an early player, didn’t scale its PMF as broadly, which limited its growth in the era of remote work. 💡 Expanding PMF is a powerful strategy to not only stay ahead but also diversify revenue streams and strengthen a brand’s market position. Companies that expand their PMF are better equipped to scale and adapt to changing market conditions, while those that don't may see limited growth or risk being left behind. #ProductStrategy #PMF #Leadership #productmanagement #Product #Uber #lyft #tesla #zoom #airbnb #netflix

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Data is the ‘Brahmastra’ of Product Managers and the most effective way to drive Product Development. One of the main task of a Product Managers is Stakeholder Management. Each Stakeholder has an opinion. The superpower PMs can use to get their idea accepted in conflicting situation, is by using relevant data. PMs use data to align stakeholders with roadmaps, explain the benefits of what's been built, and prioritise what to build next. With constant pressure to learn faster and do more with data, PMs need to remain focused and efficient in this arena, with these simple rules: 1. Gather implicit data - There can’t be any excuses to it. There will be other priorities, but PM must find small ways to quantitatively measure user behaviour patterns across the product. Real visibility into how users will react to new features will come with this. Recognising features which hits the bulls eye, one with incremental benefit or a feature which is a backlash feature. Or even results of A/B testing. Look at transactional data, events, heat maps, logs, performance or error rates.  2. Qualitative Data is explicit data which needs to be given highest priority - In order to tell a story, PMs generally lean on implicit data to validate their hypotheses. But the devil is in the details. Whenever a particular data is to be analysed, qualitative feedback shared directly by users needs to be taken. E.g - after the release of a particular feature, the TAT has reduced, but qualitative analysis shows that users have moved to work arounds rather than the intended usage. This sort of analysis leads to protecting the bigger picture. 3. Reiterating:Always go to your customers when a qualitative or quantitaive difference is observed -  If we want to see how people are using your product naturally, questions based on their unique context about using the product in specific situations needs to be asked . For workarounds, special note to be taken. 4. Right users for the questions - While validating a data story, At B2B setup (both internal and external customers), product managers often engage with the C-suite as their customers. Their feedback might be different than the primary users of your product. Getting to the right users and posing the direct questions to them is very important 5. Track the right metrics -.As discussed above, measuring the right things needs to be ensured. Out of the many metrics that we may come across, we need to understand what metric will indicate that the product is succeeding in solving the customer problem in the way that we want.This is what we call as the outcome metrics.Eg-Revenue,NPS,Gross margin,Active users and so on. However when looking at the Outcome metrics we drill down to other metrics [More on this later] Caution : Staying clear of Goodhart's Law. - For example, if a call center employee is compensated for the number of calls made, those call numbers will go up but have potential adverse consequences (lower quality conversations)

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⚠️ Common Mistakes Product Managers Should Avoid ⚠️ Podcast - Career in Product Management Product management is a tough but rewarding role, and even the best product managers can stumble along the way. Here are some common mistakes to watch out for—and tips to avoid them: Neglecting Data: Decisions made solely on intuition can be risky. Always back your choices with data to validate hypotheses and track success. Ignoring Customer Feedback: Building a product without real customer insights is a recipe for failure. Stay connected to your users, regularly gather feedback, and iterate based on their needs. Lack of Clear Communication: Poor communication with teams and stakeholders can derail projects. Ensure everyone is on the same page by setting clear expectations and providing regular updates. Not Managing Stakeholder Expectations: Stakeholders may have conflicting goals, and failing to manage their expectations can create friction. Be transparent and set realistic expectations from the start. Being Inflexible: Rigidly sticking to a plan despite new information can harm your product. Stay adaptable and be ready to pivot when necessary. Underestimating the Importance of Team Collaboration: You can’t do it all alone! Successful products require input from engineering, design, marketing, and sales. Foster strong cross-functional collaboration. 🚀 Avoiding these mistakes will help you grow as a product manager and lead to building products that truly succeed in the market! Follow Dushyant Bhatt and Chaitanya Shahare for career guidance. #ProductManagement #CareerGrowth #Leadership #AvoidMistakes #CustomerFeedback #Prioritization #Teamwork #Innovation #StakeholderManagement #ContinuousImprovement

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LIN 333 Faster/Instant payments around the world: the highlights India: India is experiencing rapid growth in faster payments with its Unified Payments Interface (UPI) platform, which launched its pilot in 2016. Three years after launch, UPI began processing more than 1 billion transactions a month,2 and has maintained exceptional growth in volume in the first half of 2020 with a 69 percent increase compared to the same period last year. China: China’s faster payments growth was also notable with a 20 percent increase in volume and a 50 percent increase in value since 2018. Its two new payments schemes, both of which are closed loop, consist of mobile payments through digital wallets and Quick Response (QR) codes. These platforms are run by two big tech firms, Alibaba and Tencent, and essentially remove the bank from the payment transaction. Singapore: Faster payments in Singapore have seen strong growth with its Fast and Secure Transfers (FAST) system, which launched in 2014. This system allows customers of participating financial institutions to complete near real-time electronic funds transfers 24/7. In 2019, FAST processed 93 million transactions, a 55 percent increase in volume over 2018, their highest annual increase since launch. Europe: In response to faster payments demand in Europe, TARGET Instant Payment Settlement (TIPS) was launched by the European Central Bank (ECB) in November 2018. This pan-European system based on the SEPA Instant Credit Transfer (SCT Inst) scheme enables payment service providers to offer instant fund transfers 365x7x24 and settle the payments in central bank money. At launch, this system settled instant payments only in euro, but with the goal of settling other currencies in the future, such as the Swedish Krona The U.K. The U.K.’s Faster Payments service network is now 11 years old. Faster Payments broke the record for highest amount of payments processed in a single year in 2019, with 2.4 billion payments, a bump from the 2 billion in 2018. The second quarter of this year saw continued growth with 650 million payments processed by Faster Payments, a 10 percent increase from last year Australia: Australia launched its New Payments Platform (NPP) faster payments system in February 2018. This platform allows users to make real-time payments 24 hours a day, seven days a week, NPP has processed over 384 million payments, totaling $344 billion (AUD),with significant acceleration in January 2020 when NPP processed a daily average of more than 1.1 million payments, worth $1 billion. United States: Faster payments are steadily gaining momentum in the United States as the industry realizes there is a desire for the speed and convenience that these payments provide. And with the introduction of the FedNowSM Service, adoption of instant payments can be expected to expand even further. Source : frbservices

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Update #2: It lasted for a week. Yesterday they started again. I've already had 3 calls. The lady on the last call "helpfully" suggested that I should talk to my service provider to block all incoming calls...impressively, I got a call from their customer service 30 seconds after posting the above, confirming I was listed in their DND list so no call should have come. So something somewhere is leaking, but something somewhere is also going right...tbh my continued interest in this is to understand how things can proliferate from company calls to private agents and thence possibly to nefarious operators. A recent scan revealed my contact info (including my address) has appeared on the dark web 12 times! Update: Bajaj Finserv reached out to me, and provided me with a DND website link, promising to take me off the call list. I hope it works! If it does, kudos to them for a quick resolution mechanism! If not, duracell powered khilona hai hi... For everyone's benefit that desires it, here's the link they gave me: https://lnkd.in/gQwkZUTi Dear Bajaj Finserv, today marks the 1000th sales pitch call for a personal loan I received from you (yes, I kept track), to all of which I consistently and always politely, replied "no thank you, not interested". At 30 seconds a call, you've wasted 500 minutes of my life, not to mention the number of time you have disrupted my meetings, important conversations, enjoyable outings with near and dear ones, and personal time including times of bereavement. Today also marks the 85th request I've made to remove my name from your call list. If they'd had the same rejection rate, medications would have been banned, job seekers would have retired, and daters would have taken sanyaas. You however, like a duracell-powered defective toy keep going on, and on, and on...in circles. Please update your lists, your cold calling protocols, your CRM tools, or better still, improve your reachout strategy so it isn't counterproductive. And yes, I have quite a few followers. I hope someone intelligent in your organization will take the necessary steps and prevent another idiotic call to me. #Bajajfinserv #ColdCalls #AnnoyingTelecalls

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Everything which matters about Product Roadmaps for a Product Manager but is not often discussed: 1️⃣ You define your roadmap once your product strategy is in place. Not the other way around. 2️⃣ Your roadmap should always be outcome driven rather than output driven eg %ge increase in revenue(outcome) vs count of features shipped (output). 3️⃣ Your roadmap should be seen as a portfolio of investment bets across a few themes rather than a stack ranked list in a single area. 4️⃣ Few themes you can consider:  → KTLO (Keeping the lights on): This theme ensures that your product works smoothly on a day to day basis. Incremental improvements, product maintenance, tech debts and bugs will form the bulk of this work.  → New feature work: This theme will include all the new feature work the team will work in short/mid term to move the needle for the short/mid term goals. → Moonshots: This theme focuses on work which has the potential to create 10X impact by either leveraging existing capabilities to new user segments expansion(e.g. geo expansion of the same product or a new toned down version of existing product at lower cost) or creating entirely new product categories.   → Note that the mix of these themes vary as per stage/requirements of the company.Eg early stage startups will be heavy on moonshots as they have no existing products and large tech companies with existing products will be heavier on KTLO/New feature work with less than 20-25% allocation to moonshots as existing products are already big. 5️⃣ Always prioritise roadmap items within a theme, not across combined themes. 6️⃣ Each item in your roadmap should take you closer to the goal. 7️⃣ The impact of each roadmap item could be measured via a outcome metric or a miletsone. Metric is always preferred but for foundational work for which you can't run experiments or release to customers, the progress is captured via milestones. 8️⃣ For software products quarterly/half yearly roadmaps are the norm as you learn new things in a quarter/half as cycle time from build to launch is faster with quick feedback loops but annual roadmaps are more suited for hardware products (as build to launch takes more time). 9️⃣ You should deeply understand the risk for each key roadmap items and derisk them early. Closing thought: Your roadmap will be as good as the inputs to it. So spend good time on finding insights that will form basis of your product strategy eg data analysis, user feedback, customer research, and competitive analysis. PS: How to prioritise roadmap is not part of this post. Will write about it sometime in future. #productmanagement #productroadmaps

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🚀 Must-have skills for product managers 🚀 🍏 Product Leaders, the game has changed, read below for a break down of must-have skills for product managers in a post covid, AI-dominated period 🍏 Gone are the days when shipping features was enough to make an impact. Today's PMs are not just feature shippers; they are strategic leaders, data-driven decision-makers, and ethical stewards of innovation. If you're hiring PMs or looking to stay ahead of the curve, the video below is for you! 🎥 🔍 Key Takeaways: 1️⃣ **Strategic Vision and Business Acumen** - PMs need to be able to align product with company-wide OKRs. PMs need to be able to understand the economics of their product including things like cost of customer acquisition and customer lifetime value. Product market fit is not enough, PMs need to focus on product model fit and product channel fit, i.e. they need to think about the distribution of their product. 2️⃣ **Data-Driven Decision Making** - Balancing quantitative data with qualitative insights is the new superpower. 3️⃣ **Stakeholder Management** - PMs need to be able to influence without authority. Bringing everyone – engineering, sales, marketing, the C-suite – along for the ride. 4️⃣ **AI Literacy & Ethics** - AI is here, but are you asking the right questions? "Should we?" is just as important as "Can we?" 5️⃣ **Remote & Global Team Leadership** - The future is distributed. Leading teams across time zones and cultures is the new norm. 👀 **Watch the full video** to dive deep into these essential skills for the future of product management! Whether you’re a product leader looking to hire or a PM wanting to stay relevant, this is a must-watch. 💬 Let’s discuss: What skills do you think are most critical for PMs moving forward? Drop your thoughts in the comments! ⬇️ #ProductManagement #Leadership #AI #DataDriven #Sustainability #RemoteWork #CareerGrowth #ProductLeadership

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