“There are things that are harder inside of an existing company, right? It's like harder to take an executive decision. You actually cannot take an executive decision. You need to receive buy-in on every single decision that you make. Sometimes it's like harder to move faster.”
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“In my mind, one of the biggest shortcomings of AI, the way that a lot of people are building it today is that it's like optimized for the demo. Or optimized for the tweet, right? And it's basically this situation where, like, I think about it as, like, in my m…”
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Kapoor: Exposing early products before they seem ready accelerates learning
“I think what you find is that if you push your product to get visibility, maybe even beyond what like the current stage of product development merits, is that you have really incredible learnings. Because the more that you can put your product in front of peop…”
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Kapoor: Disagreements over product strategy stem entirely from differing assumptions
“When two people disagree about product strategy, it is because they have different assumptions. Because if you have the same assumptions, Like, there is no reason why a person should think, like, we should do X versus we should do Y.”
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Kapoor: Product managers should lean into their individual spikes and strengths
“And so I think that, you know, based on how you fell into it, you might have different spikes and different strengths and leaning into those is really important. For the other things, it's also, of course, important to have like a sort of growth mindset and to…”
Mihika KapoorApr 21, 2024▶ 7:17Vision, conviction, and hype: How to build 0 to 1 inside a company | Mihika Kapoor (Product, Figma)
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Kapoor: Anchoring teams on a singular vision makes pivots feel like progress
“It is really important to create a vision that you believe in, that your team believes in, and that your company believes in. Because the reality of the product development cycle is that it's so messy. It's so chaotic. You're going to have, you know, extreme h…”
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