Barrett Olafson

three things to get better at Product Discovery this week. 1 talk to a user 2 get a baseline 3 ask for help sounds obvious. let's highlight what isn't obvious about them: 1 talk to a user you are tempted to over-engineer this. Bias, interview guide, ... I'm a fan of all these. But the best product teams have one thing in common: they talk to users. so start with the output instead of the outcome (counter intuitive). 2 get a baseline measure the basics of something you will work on. a feature, a page. people think Discovery has to do with the things that are not yet built - quite the opposite. Starting from what you've already built is a great way to leverage Discovery. 3 ask for help lateral leadership does not mean doing the thing yourself. Offload, outsource, empower - call it what you want. But whenever I really leaned into getting helping hands from Analytics, UXR and Product Design on board, I made great strides. disagree? what would you suggest somebody to do this week to improve their Product Discovery?

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Y'all, I've been thinking about this a lot lately: exceptional product leaders aren't defined by how many features they ship – but by how many they deliberately choose not to build. Here's what saying strategic "nos" has taught me: 1. Every "yes" comes with an opportunity cost. When you say yes to one feature, you're implicitly saying no to dozens of others. Make it count. 2. The hardest nos are to good ideas. Bad ideas are easy to reject. The real challenge? Saying no to solid proposals that simply don't serve your core strategy. 3. The way you say no matters more than the no itself: - "No, because..." builds trust - "No, but here's what we can do..." shows partnership - "No for now, and here's when we'll revisit..." keeps doors open Product management isn't about making everyone happy – it's about making the right people successful. How do you handle saying no to stakeholders while maintaining strong relationships? #ProductManagement #Leadership #Strategy #ProductDecisions #StakeholderManagement

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Product roadmaps shouldn't be treated like a to-do list. They're living documents that tell the story of your product's evolution and adapt with customer needs. 🌱 I learned this lesson the hard way. Early in my career, like many founders and product folks, I viewed roadmaps as rigid plans to execute against - plugging items into project management tools and checking off boxes each quarter. While this felt satisfying, this output-based approach missed the point entirely. 😬 Here’s the roadmap philosophy I live by today: The art of roadmapping isn't about the output - it's about the process. 🏗️ Or, as Winston Churchill offers, "Plans are of little importance, but planning is essential." When viewed through this lens, startup roadmaps are a tool that helps you: 🗣️ Articulate your vision clearly to different stakeholders 🎯 Prioritize work that moves you toward that vision 🛞 Adjust quickly based on customer feedback 🤝 Unite teams around shared goals For early-stage companies, I’ve found the best way to do this is to create and maintain three versions of the roadmap, each for a distinct audience: 1️⃣ Annual roadmaps for investors: Focus on major milestones and market opportunities 6-12 months out. This shows your strategic thinking and excites investors about long-term potential. 2️⃣ Quarterly roadmaps for customers: Share concrete value coming in the next 3-4 months. This builds excitement while maintaining flexibility to pivot based on feedback. 3️⃣ Internal roadmaps for teams - Break down the work into specific problems and experiments to tackle this quarter. This connects daily tasks to bigger goals (which we manage in Linear). For each version, the key is focusing on the problems you're solving rather than features you're building. This shift in mindset leads to better products, more engaged customers, and teams that understand the "why" behind their work. ❤️ The best roadmaps aren't about checking off feature boxes - they're about delivering value by aligning your team, customers, and investors around a shared vision for the future. If you’d like to dive deeper into my thoughts around this topic, I’ve written up a post on creating your first roadmaps as a startup founder on the Clarify blog. I’ll drop the link in the comments 👇

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When launching a new product I see alot of product managers wait until they're asked "how it's going", before thinking about what their metrics of success are. This is something that I learned as a new product manager when trying to get funding for my first product. Think about the metrics that are important both your company, as well as what is going delight the customer to the point that they're publicly championing your products and organization. #productmanagement #GTM #productlaunch #launchstrategy

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Found: A better way to measure product value 📊 NPS feels broken. "Would you recommend?" doesn't match what users actually do. Enter the Sean Ellis Score. It asks one powerful question: "How disappointed would you be if this product disappeared tomorrow?" Why I'm excited to try it: - Measures real product dependency - Shows if we're truly essential - 40% "very disappointed" = product-market fit I'm planning to: - Send it to our power users first - Compare results to our NPS - Share what we learn Used the Sean Ellis Score? Drop your experience below 👇 Looking for: - Survey templates - Response rates - Success stories - Pitfalls to avoid Let's learn together. 🤝 https://lnkd.in/gTEnDVC8

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📈 Curious about the startup scene in Massachusetts? Explore our detailed funding list featuring startup names, HQ locations, and investor info. Perfect for investors and entrepreneurs alike! Check it out: https://lnkd.in/dAp3xj-Q #startup #startups #venturecapital #funding #vc #managementconsulting

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Dear leaders, are you feeling a little called out? 🫢 Actually, you're not alone - the Product Ops death spiral is one of the top reasons companies decide to work with me. I've said this before, but Product Operations work isn't rocket science. You don't need an advanced degree or multiple decades of experience to do it well. What you do need is time and focus - and these are two things that most Product and Tech leaders lack in their day to day. Most of my clients know what's wrong - or at the very least have a decent hypothesis of where to start looking. And if they were freed of their responsibilities for a quarter or so they'd probably do a really good job of addressing their organisation's deficiencies. But very few people have the luxury of hitting the brakes that resolutely. And with the rise of combination roles, leaders are faced with having to do MORE across the board: More responsibility over bigger parts of the business, more reports, and more things to answer for. Where does that leave Product Ops work? By the wayside, usually, or in the hands of PMs who are struggling with their workload, too. I know this death spiral because I was in it. I know what the intense frustration feels like when you know exactly what needs to get done, but you simply can't justify making it a priority. It sucks! If you're a leader who feels like they're continuously stuck between a rock and a hard place, I feel you. I know what it's like to not live up to your own expectations - and I don't wish it on anybody. ➡️ If you can't make the spiral your priority, let me make it MY priority. And I promise I will get you and your team out of it - and back to performing the way you're supposed to.

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🎨💸 What's the biggest gap for product designers in tech today? 🎙️ This is one of the many questions Marc and I explored with Josh Brewer (Partner @ Enjoy The Work) in our latest episode of the podcast. Josh's answer was fantastic: most product designers don't spend enough time understanding their product's business model and go-to-market strategy. This can create a disconnect between user experience and business objectives. Designers who can productively balance UX with $$$ will dramatically increase their impact and accelerate their careers as a result. I couldn't agree more. The most impactful designers I know always connect value for users and value for the business. Our conversation also covered other engaging topics, including: • Attracting top talent and fostering a culture of creativity & accountability • Josh's thoughts on "founder mode" • Delivering and receiving feedback in a growth-oriented environment • The role of design in the AI era and its impact on future products • And more! Episode links in the comments 👇

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I'm loving this debate between John Cutler and Ed Biden - both are thinkers and leaders I deeply admire. Zero-interest PMs were hired by zero-interest Product Leaders, who were probably hired by zero-interest CEOs. It's turtling all the way up 🐢 Are they all incompetent? Nah, they are just a product of the environment. It would've been foolish to not take advantage of the zero-interest capital. The key question is whether these people - at all levels from the CEO to the PMs - are capable of adapting to the current environment where profit margin and sustainability are key. Everyone needs to 'sober up' after years of being drunk and high with cash. Zero-interest leaders focus on acquisition at all costs. Sober leaders focus on bringing solid value that leads to retention and sustainable growth. Zero-interest leaders double, triple, even quadruple the size of their team. Sober leaders realize that team size != productivity, that spending hours in alignment meetings for a small feature isn't any fun. Running lean is the way forward. Zero-interest leaders build or even acquire aggressively, trying to capture as much market as possible. Sober leaders are thoughtful in choosing just 1 or 2 things to do. Zero-interest leaders care about framework and rules "This is the only correct way to do product." Sober leaders care about results, knowing that those frameworks and rules are merely vehicles to achieve results. Ultimately, sober leaders are accountable for business performance, not just acting like consultants in suits talking big words and making pretty slides. It's not easy to sober up - but it's adapt or die.

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Product people in social impact: Listen to your customers 📢 How do you do this? ✔ Understand who you are building for to give them what they need ✔ Ask the right questions ✔ Talk less Base conversations on... ✔ Concrete facts ✔ Their life (not ideas) like problems, constraints, cares, goals ✔ The actions they are already taking I've been learning all about the art of talking to customers. I've been totally inspired by Rob Fitzpatrick's The Mom Test and Teresa Torres's Product Discovery course (via email) - specifically Customer Interviews. They both agree that people describe themselves as who they want to be, not who they actually are. You want facts and commitments, not compliments. Opinions are worthless. Give yourself grace when having conversations with customers or users because this takes practice and lots of awareness for course correction. My rule of thumb is to speak to customers at least once a week. Get started with a manageable goal and do what works best for you. Keep building products that *truly* help solve real problems in this world. I'm here to support and cheer you on. Happy talking! :)

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🚀 Launchpad to a Solid Product Operating Model I've been getting a lot of questions through networking and conferences about the keys to success in product operations. One thing I always emphasize: never skip steps when it comes to your product operating model. If you know me, you know I always start with a fundamental question: What does your business strategy look like? What direction do you want to go in? Without a clear strategy, how can you ensure your products reach the right destination? I've experienced firsthand the pitfalls of misalignment between product and business groups. It's easy to get caught up in the allure of building the best possible experience or solution for your customers and users. In the product world, it's tempting to dive into the latest industry drivers, like Artificial Intelligence, and find ways to incorporate them into your roadmap. However, incorporating trends should never be done in isolation. Aligning these innovations with your strategic business strategy is crucial. This alignment not only helps drive better bottom-line results but also ensures you deliver superior experiences for your customers. 💡 Key Takeaways: - Start with a Clear Business Strategy: Define your direction before diving into product development. - Ensure Alignment: Make sure your product and business groups are on the same page. - Incorporate Trends Strategically: Use industry trends like AI to enhance your roadmap in ways that align with your strategy. - Focus on the Destination: Always keep your end goals in mind to guide your product development. By following these principles, you can create a product operating model that not only meets but exceeds your business objectives. #ProductOperations #BusinessStrategy #Alignment #Innovation #ArtificialIntelligence #ProductManagement #SuccessTips #ProductOperatingModel

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🎙️ 𝗣𝗦𝗔 𝘁𝗼 𝗮𝗹𝗹 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗣𝗲𝗼𝗽𝗹𝗲: If you’re sticking to a script in customer interviews, you’re leaving gold on the table. 💰 Here’s the deal: If your customer interviews are more about sticking to a script than truly understanding the person in front of you, you're doing it wrong. Scripts are comfortable. They’re predictable. But they also put blinders on your ability to uncover the real insights that drive product success. The best interviews aren’t about asking the right questions—they’re about listening to the right answers. 👉 𝗛𝗲𝗿𝗲’𝘀 𝘄𝗵𝗮𝘁 𝗜’𝘃𝗲 𝗹𝗲𝗮𝗿𝗻𝗲𝗱: 1️⃣ 𝗗𝗶𝘁𝗰𝗵 𝘁𝗵𝗲 𝗦𝗰𝗿𝗶𝗽𝘁: Start with a few key questions, but let the conversation flow naturally. Be curious, not rigid. 2️⃣ 𝗟𝗶𝘀𝘁𝗲𝗻 𝗕𝗲𝘁𝘄𝗲𝗲𝗻 𝘁𝗵𝗲 𝗟𝗶𝗻𝗲𝘀: Pay attention to what’s not being said. Customers might not always articulate their pain points directly, but their tone, hesitations, and body language can reveal a lot. 3️⃣ 𝗙𝗼𝗹𝗹𝗼𝘄 𝘁𝗵𝗲 𝗕𝗿𝗲𝗮𝗱𝗰𝗿𝘂𝗺𝗯𝘀: If something a customer says piques your interest, dive deeper. Ask follow-up questions that explore the "why" behind their answers. 4️⃣ 𝗦𝘁𝗮𝘆 𝗣𝗿𝗲𝘀𝗲𝗻𝘁: It’s easy to think about the next question while someone is talking. Resist that urge. Give your full attention to the conversation, and you’ll uncover insights you never expected. Your customers are telling you what they want—if you’re 𝘸𝘪𝘭𝘭𝘪𝘯𝘨 𝘵𝘰 𝘵𝘳𝘶𝘭𝘺 𝘭𝘪𝘴𝘵𝘦𝘯. So forget the script and start focusing on the conversation. That’s where the magic happens. ✨ 👊 If you’ve experienced the power of informal customer interviews, I’d love to hear your thoughts in the comments below! #ProductManagement #CustomerResearch #GrowthHacking

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Ever wonder how top product teams really work? At Product Growth, we're bringing you insights from true product leadership titans. Our latest newsletter features an illuminating conversation between: Stephanie Leue: Former CPO at Doodle, with rich experience from PayPal and Contentful, now driving product strategy as GPM at Ringier. And, Aakash Gupta: 15-year product veteran, and the top PM voice globally. They're sharing their hard-earned wisdom on: • Cultivating high-performing product teams (that ship 2.5x faster) • Identifying and nurturing top PM talent (with a 93% retention rate) • Implementing productivity-boosting meeting structures (saving 6+ hours/week) But the learning doesn't stop there. The real magic unfolds in our vibrant community. Imagine: • Engaging in real-time discussions with fellow product leaders • Participating in AMAs with industry veterans like Stephanie and Aakash • Contributing to conversations that shape the future of product management It's your backstage pass to a living, breathing product management think tank. Let's elevate product management together. #ProductManagement #Community #ProductGrowth

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Why is it still so hard to to create, design, build and launch products people love to use? (Two words: Executive Alignment) It took me years to understand this principle and even longer to make it a key part of my product leadership toolbox. Fortunately, you don't have to wait that long because the UX Researchers Guild is hosting an event this Thursday (Aug 15) featuring Tamara Adlin on this exact topic. I'm not one to endorse LinkedIn events often, but after following Tamara's work for some time, I can honestly say her experience and practical approach to helping product professionals advance their career is second to none. If you're a product leader, researcher or simply want to create better alignment between cross-functional teams & executive needs... Then you don't want to miss this event. 🗓 Mark your calendars! 🗓 https://lnkd.in/eshTB4Nc (Repost for others ♻️)

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I often feel like I'm missing out, seeing the high density of startups in NY and SF while being in Boston. But a direct consequence of these networks is the creation of echo chambers. I understand that certain technologies are exciting, but I don’t see much differentiation between the ideas. In particular, I’ve heard a mind-numbing number of startups working on agents, and they all sound essentially the same, with only minor variations. What separates the signal from the noise for me are founders who chose their idea because they have a truly unique angle, driven by their experience or a deep passion for that space. This is what distinguishes founders who are jumping on the bandwagon to pass time and cash in from those who actually have a chance at creating something with staying power. Venture capital needs to incentivize greater exploration of ideas. If you’re building for a problem that already has solutions, then you’re building for the past, not the future. Some may disagree with that sentiment, but my point is, if there are already solutions on the market, you need to be significantly better to gain adoption. And so if you're building to compete, you're not focused on defining the future of your technology. Your focus is shaped by what your competitors are doing. The issue with this scenario is that, right from the start, you're giving up one of the biggest advantages a startup has: the ability to execute on bold risks for great rewards for your vision of your startup. You're playing their game, not yours. I find it hard to digest incrementalism and strongly believe early stage venture needs to move away from convergences of ideas. Instead, it should incentivize expanding the surface area of exploration over idea space, which would maximize technological progress and is the best way to uncover outsized value. #startup #venture #investing #machinelearning #musing

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Are You Trapped in the "Get Sh*t Done" Cycle as a PM? If you're a "get-sh*t-done" product manager, I know your reality all too well. You're drowning in a relentless deluge of tactical tasks and endless fires. Meetings and minutiae are your constant companions. Meanwhile, the game-changing strategic initiatives that could propel your company and career get shelved. An afterthought amidst the mayhem. Here's the bitter truth: "Get-sh*t-done" PMs like you aren't promoted or properly rewarded. You stay underpaid, overworked, and easily replaceable. An expendable cog allowing others to rise. If that harsh reality sounds far too familiar, it's time to make a change. It's time to strategically position yourself as a product leader - both inside your company and to the external world. When you embody leadership from the inside-out, you forge an unforgettable personal brand. One that commands attention and amplifies your influence. You become the beacon others naturally gravitate towards when new teams need building, ambiguous issues need solving, or conflicts need resolving. No more saying "yes" to everything only to get buried. No more fruitlessly swinging away at people problems and organizational politics. You operate from a place of calm confidence, deftly navigating any challenge with poise. This mindset shift unlocks unshakable self-assuredness. You create the headspace for contentment, fulfillment, and joy. There's finally room to live life again - treasured family time, hobbies, new experiences (maybe even that Tesla?). And of course, respected leadership commands the financial rewards you deserve. Funding your kids' college and retirement becomes straightforward, not pipe dreams. But transformations like this don't happen through sheer grit alone. You need coaching from a world-class team armed with comprehensive frameworks. That's why I'm urging you to book a call with my team if you're ready to escape the "get sh*t done" trap for good. We'll equip you with the tools to shatter your glass ceiling and become the revered product leader you were born to become. No more getting things done. No more going underappreciated and underpaid. Just a clear path to sustainable career fulfillment as an elite product leader. If you are interested, please DM me "GSD" You already have everything you need to be an inspiring product leader - you just need the right guides to unlock your potential. If you're ready to level up, book your call now.

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"Ultimately it is my fault for not insisting on a better QA process for this work and pushing our team hard to hit a deadline for Config." - Figma CEO Dylan Field You may have heard that Figma pulled back its newly-released "Make Design" AI feature because it appeared to be closely copying other app designs. Not to pile on but... My researcher-self tires of hearing, "We don't have time for that [QA, user interviews, data analysis...], but somehow orgs can find seemingly unlimited time and funds for more costly re-work. At the same time, they're running big trust deficits that hinder adoption of the tech they (hurriedly) push out. Mashing up some stats, but even directionally, this is worrisome: - 65% of global C-suite say trust in AI plays a role in driving revenue - 90% of business executives think customers highly trust their companies while only 30% of consumers actually do Tech leaders really need to make value, not just deadlines. Seriously. #responsibletech

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I’ve spent the majority of my career working with fintech clients. When I ask myself what has kept me excited and fulfilled over the years, it’s that fintech, like any other space, is part of the human experience, and that means it requires human-centered design. Human-centered design is at the core of everything that we do at Tangible and I was so excited to write about designing for the emotional side of fintech in my latest piece for the Tangible Real Talk blog. Take a look when you can and please share your thoughts on the unexpected ways in which the human experience pops up in design!

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