It’s common in product management that product managers work on components, features, or functions that are part of a product. Lack of a big picture or a high-level perspective would make product management fragmented — we might see the metrics perform well at component/feature/function level, but the product is not moving towards the direction we have planned. How should we plan product strategy so that each component/feature/function is moving towards the same direction, and they interact with each other to create synergies and cohesiveness?
Another common issue is when product performance doesn’t support business goals. How should we plan product strategy so that it’s aligned with business direction, not only at the product feature level, but also at organizational structure and operational process level?
In August 2020, I shared the “Plan Product Strategy from Business’ Angle” in a webinar organized by 职人社 and Zhihu (知乎).
This sharing was conducted in Mandarin — feel free to check it out if you’re interested: https://docs.qq.com/doc/DQ3lIZ2NPUWFBR3Rq.
AARRR is a framework familiar to people who have worked on product growth. Sometimes we use it in the wrong way though. AARRR is a framework based on the user’s life cycle but not the product’s life cycle. As a product manager or growth manager, what should we do at each stage of the product’s life cycle? There are numerous frameworks out there. Do we know under what circumstance, they are to be used? What we lack is the high-level strategic view of product growth.
In July 2020, I shared the “Product Growth Strategy at each stage of the Product’s whole life cycle”, as part of “Capturing Opportunities in the Next 10 Years” webinar series organized by 职人社 and Zhihu (知乎).
This sharing was conducted in Mandarin – feel free to check it out if you’re interested: https://zhiren.cn/salon/1271026597608161280?tab=record.