Vansh Jain’s Post

When you think about the decisions made in your organization, which makes more sense: 1. Sustainable positive economic outcomes or 2. Maximizing short term exec dopamine hits

talking to customers and users is the first step. but let's not also forget there are entire fields of study around this

Shreyas Doshi has an incredible ability to identify and share valuable product management insights from his rich PM experience, but this one truly stands out to me. It's one of the most underrated and misunderstood PM skills. Many PMs and leaders often miss the mark on understanding how this skill is executed, the immense value it brings, or even the right questions to ask. Ultimately, it’s about solving the right problems! How do YOU do this in your PM job today? I’m curious to know!

Consider this: if “talk to customers” is the biggest secret to product success, then why aren’t more products successful? Why are so many hardworking founders unsuccessful? What explains PMs who’ve been talking to customers 5 times a week for years, without ever making products that win? And as you consider your hypotheses here, see if you can spot any internal dogmas that might be pushing you towards high conviction on a specific point of view that happens to align with what you‘ve been doing all along.

"Talk to the customer" is the biggest secret to product success in the same way that "draw two circles" is the secret to drawing an owl. It's not the whole story - it's the remedial first stage that every successful path goes through. As for why every PM who does this isn't automatically successful? There's a whole field of expertise called user research. They can teach you the second step after "talk to customers."

Product operations is truly an art form.    Optimizing efficiency and fostering true cross-functional collaboration demands something other than basic techniques; it requires the fusion of strategy, creativity, and data-driven insights.   Join us at Product Operations Summit New York on March 20 & 21, and we'll help you to become the da Vinci of ProdOps: Uncover the success strategies: Gain in-depth insights into the powerful formulas of some of the world's most dynamic ProdOps approaches. Participate in interactive Q&A sessions: Answers to your burning questions, directly from the experts. Connect with industry visionaries: Forge strong bonds with influential leaders from esteemed companies like Google, Pinterest, GitLab, and others. Receive invaluable mentorship: Tap into the guidance of experienced mentors who've walked the path before. Define your career trajectory: Leverage this knowledge and your newfound connections to ascend the career ladder in record time. Let's paint the future of product operations together. Grab your brochure today: https://bit.ly/469ynK8

When building an MVP, it’s easy to get lost in feature requests. That’s where the Impact-Urgency Matrix comes in. This simple framework helps you prioritize features by breaking them into four categories: 1. High Impact, High Urgency: These are your MVP must-haves. They bring value and need to be built ASAP. 2. High Impact, Low Urgency: Important, but not immediate. Schedule these for future releases. 3. Low Impact, High Urgency: Be cautious. They may seem urgent but might not drive real value. 4. Low Impact, Low Urgency: Cut them. These can clutter your MVP and delay launch.

🚀 Transform Setbacks into Setups for Success https://lnkd.in/dUb5BTm3

⚡ Being Product-First 💡 I recently saw an interview on YouTube of Miten Sampat, Cred's engineer, where he talked about his feature first principle. 💡⚡ ⚡💥 He made a point of doings things completely opposite of Mark Zukerberg, who said that speed is important in technology. 🚀 Sampat said that he believes in elegancy of the feature than the speed in implementing the feature. 💡 In fact, he made a point that many feature launches have been killed because the feature was not working upto his expectations. 🚀⚡ As this discussion took place I realized that how important doing things right the first time are. 💥💡 As an aspiring PM, I have been told multiple times the importance of product analytics and iteration. But now I think more PMs should talk about feature first strategy and the mentality of doing things right the first time. I think this shift will help the products in building trust within the community and help in creating customer loyalty. ⚡⛈ ⚡ Do you think that PM should focus on implementing the feature the first time or should they focus on speed and optimize after launching it in the market? 💡 🗯 Comment your thoughts down below. 🗯

In one of the recent companies I worked for, the founders were obsessed with doubling the velocity per team and per individual, thinking it would magically improve our product. Unfortunately, this focus on speed overshadowed the actual value we were delivering to our users. Too many companies fixate on velocity, seeing it as the key metric for success. But here’s the thing: velocity doesn’t equal value. It’s easy to get caught up in how quickly you can deliver features, but this often leads to more distractions than results. I’ve seen this firsthand. Our energy was diverted towards increasing our velocity metrics instead of focusing on the actual outcomes. The end goal should always be the value you deliver to your users, not just the speed of delivery. So, why shouldn’t you care so much about velocity? Because it doesn’t tell you if what we’re delivering is actually valuable. Speeding up your processes doesn’t mean you’re creating better products. You might just be pumping out bad products fast. Here's what really matters: 1. Measure the impact of your product, not just the delivery speed. 2. Be ready to adjust based on the outcomes, not just the plan. 3. Focus on achieving meaningful results, not merely completing tasks. 4. Everyone on the team should be accountable for the outcomes, not just their part of the process. 5. The work is done when it delivers real value, not when it’s just shipped. Features are tools to create value, but they’re only effective if users understand and utilize them. Users often interact with products in unexpected ways, so you need to continuously measure the value created and adjust accordingly. P.S. For interesting product or leadership content like this, check out my newsletter in the comments below 👇