Product Vision
topic on 3 shows · 12 statements across 6 episodes
12 statements about Product Vision, every show
Product vision is synthesized from collaborative customer insights, not invented solo
“The other thing everybody thinks is like PMs or CPOs are supposed to come up with The vision, like, honestly, like, a vision is a collection of people coming together and understanding customers deeply enough and stitch, and then, yes, usually a CPO will stitc…”
Qureshi: Founders fail more by clinging to product vision than tailoring
“I think the error that People make more often than not as they are actually too stuck on their own product vision. That's the mistake I've seen a little bit more actually than the other way around”
Constraining a product vision by current technological limitations defeats its purpose
“The moment you start to think about the technologies of today, or you start to sort of whittle it down to something very simple, you actually lost the purpose of a lofty vision.”
Atawodi: Creating a product vision takes only three days
“You only need three days and a bunch of passionate people.”
Atawodi: Craft Product Vision Without Today's Operational Limitations
“It needs to kind of be In a vacuum from the limitations of today, because the whole point of going to the future and saying, I time traveled five years out is to say, okay, I've come back to tell you what we need to fix in order to get there.”
Atawodi: Strong product visions require four specific, non-technical attributes
“So four things. So it has to be lofty, has to be realistic. It has to be devoid of the any tech or limitations of today, and it has to be grounded in a very clear and potent problem. User problem.”
Atawodi: Share vision documents with comment access to invite constructive friction
“And that will be a living document. Comments. Open for comments, right? No edit. Not view only. Comments. Because you want anyone to leave comments out there and just feel they have a say. You don't have to respond to all of them. You don't have to resolve all…”
Atawodi: PMs should make visions maximally ambitious until leadership pulls them back
“So go as big as possible. Like, go big. Like, let people tell you to pull back. Let your manager use a lasso and pull you back. Like, go as much as possible.”
Atawodi: A good product vision is evergreen and lasts at least three years
“I think if you have to repeat the vision every year, you have not created a good, you haven't done the work. So, you know, I'll give you an example of the one at Uber. What we kept doing was we would bring more fidelity to actually parts of the vision. Right? …”
Product vision is a startup's primary tool for attracting top talent
“The biggest reason somebody great would join your company is because of your product vision.”
Perri: Product visions must be concrete but unachievable in one release
“A vision should be concrete enough where people can picture what it will be in their head. It can't be a fluffy, like be the backbone of healthcare, right? Like, what does that mean? I don't get it. So people need to be able to look at a vision and say, I can …”
Perri: Good product visions explicitly define what a company will avoid
“Good visions also say what you don't want to do. I love reading a vision that's like, we're not going to be like that. And that to me is so powerful because you're like, oh, okay, we're not going to copy that. Right. We're not going to go after that. Cause you…”