September 2016 Summaries

Time management for product managers is a constant struggle, requiring a balance between executing and thinking strategically. To prioritize time effectively, product managers must fight against the "gravitational pull" of execution, making space for strategic thinking by introducing forcing functions such as regular meetings with stakeholders or setting aside dedicated time for planning. Daily and weekly goals are essential to help prioritize tasks, while making time for tasks with no immediate payoff is crucial for long-term vision. Keeping the door open to new ideas and being deliberate in decision-making rather than reactive can also improve productivity. Understanding the PM role's fit within the organization and defining clear responsibilities can help ensure focus on core priorities.

A key argument presented in this text is that sales representatives (Account Executives) should be trained to manage their own deals, rather than relying on external Project Managers. This approach can lead to increased deal close rates and customer success, as the Account Executive becomes a single point of contact for the customer throughout the sales process. The value lies not in bringing in professional services teams, but in teaching AEs to effectively project manage their deals. However, simply cutting out Project Managers is not the answer, as they bring technical expertise and internal advocacy that can be valuable. Instead, the key is to integrate project management principles into the sales process, including asking the right questions, working backwards from the customer's goal, establishing clear product capabilities, summarizing the evaluation process, managing time effectively, maintaining motivation with internal champions, and more. By doing so, AEs can guide clients through the buying process, increase the probability of closing big deals, and ultimately drive customer success and revenue growth.

When everything a software company ships presents a marketing opportunity, it's tempting to announce every new feature and release. However, this approach can lead to a phenomenon known as "product announcement fatigue," where customers stop paying attention to the company's announcements. In contrast, prioritizing product announcements based on value and innovation can be a more effective strategy. This involves categorizing new features into three tiers: P1s (high-value, innovative features that attract new customers), P2s (new solutions to existing customer problems), and P3s (features that fill gaps in the product). By mapping these priorities to tactics such as changes pages, in-app messages, email, video, landing pages, and press coverage, companies can create a targeted marketing approach that amplifies their products and resonates with customers. Ultimately, prioritizing product announcements requires careful consideration of what to announce, how to announce it, and when to announce it, to avoid "announcing everything" and instead focus on making meaningful, impactful announcements that drive growth and engagement.

Messaging platforms are poised to disrupt the computing landscape by leveraging threaded user interfaces, which provide a clear context of who, what, and why. This feature has been around for a while but is often overlooked. Mobile messaging is expected to continue growing, with users interacting with only 27 unique apps per month. Chatbots and forward-thinking businesses are already turning to chat to reach users, with predictions that by 2018, 30% of technology interactions will be mediated through conversations with bots. As messengers evolve into full-fledged computing platforms, new threaded experiences will enable supplanting single-purpose apps, sites, and services – even on the desktop. Tighter integration of third-party services, particularly payments, is also gaining momentum, allowing for a general-purpose platform that's better suited to organizing digital life than current email, web pages, apps, and SMS. Smart threading enables users to interact with various UIs, such as bots, visual menu pages, and graphical elements, in a hybrid manner. This paradigm shift could transform the way we organize our digital lives, providing a more efficient and effective experience for users.

The latest book from Intercom is focused on user onboarding, a critical step in scaling a product company as companies shift towards recurring revenue. The book explores the progression of understanding onboarding over the past decade, from design-focused to business-focused approaches that prioritize nudging users to do things that benefit both parties. It delves into nine key chapters covering topics such as individual vs team onboarding, keeping content relevant and fresh, identifying low-hanging fruit, showcasing product value during trials, and continuously onboarding existing customers. The book is available in various formats, including ePub, Mobi, and PDF, with new content, illustrations, and diagrams that make it one of Intercom's best books yet.

The author reflects on the importance of balancing design and engineering in product development, citing Aristotle's concept of the golden mean. They argue that designers and engineers should pursue their individual interests to achieve a better product, rather than compromising at every stage. The author shares an example of how their company successfully integrated design and engineering teams, where designers focused on user flows while engineers prioritized functional implementation. To achieve this balance, engineers need to understand the value of designers' work, and designers must be embedded in the product team alongside engineers. Trusting the instincts of both sides is crucial, as the "invisible hand" of self-interest can guide them towards a better product. Ultimately, a balanced team with talented designers and engineers who are willing to collaborate will lead to successful products.