Paying Off Your Organisation’s Human Debt Through Agility & Psychological Safety (with Duena Blomstrom, Founder & CEO @ People Not Tech)

One Knight in Product

#Tech #Business #Knight In Product #Product Management

18:09

HR is no longer just about managing people—it’s about shaping the future of work. Jens Baier, BCG’s HR transformation expert, discusses how AI and shifting employee expectations are forcing companies to rethink talent strategies. From re-recruiting to upskilling employees, HR must adapt to a rapidly changing landscape. Learn More: Jens Baier: https://on.bcg.com/41ca7Gv BCG on People Strategy: https://on.bcg.com/3QtAjro Decoding Global Talent: https://on.bcg.com/4gUC4IT…

2年之前 42:56

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Duena Blomstrom is a renowned fintech thought leader who got tired of seeing the same problems in the workplace and decided to go out and try to solve them. Duena took on banking culture with "Emotional Banking" before moving onto wider organisational change with "People Before Tech". We spoke about some of the common problems faced within organisations, how to try to solve them, and some of the reasons why companies resist those solutions.

Episode highlights:

1. Santa Claus is not going to come and "puke a generative culture on your enterprise"

There are no magic bullets to organisational transformation, but it's also simpler than it sounds. You need to take a number of smaller, measurable steps that move the needle. And teams have a lot more power to affect change than they think - they don't need to await permission.

2. We're not fixing it because we get in our own way

We let the status quo persist because we don't challenge ourselves, and think this is just the way business works. There's too much fear in the workplace and it's holding us back.

3. Impression Management is a big problem at work

People are afraid of looking incompetent, intrusive or troublesome at work. This is natural, but it limits us in the workplace. Start noticing when you exhibit these behaviours, and they'll start to go away automatically. It's important to speak up.

4. All companies have some level of Human Debt

As with tech debt, all companies accrue Human Debt as they grow. Human Debt is the result of all the abandoned initiatives and missed opportunities to affect change. It adds up and the interest repayments can start to cripple you.

5. You don't need to pay all the Human Debt off at once

Some bad behaviours will eventually naturally expire. As a society, we've gotten better at standing up for what's right (although there's still plenty of work to do). But, ultimately, you should pay the most burdensome Human Debt off first.

Buy "People Before Tech"

"Built upon fascinating research and an international array of case studies, People Before Tech is an incisive examination of how organizations through their digital transformations become stranded with unoptimised teams and disenfranchised employees. Duena highlights that it is vital not just to implement technology, but also to integrate it into the existing organizational culture and structure, before providing practical guidance and advice on how business leaders and HR professionals can heighten efficiency and effectiveness of workplace teams through collaborative and innovative initiatives."

Check it out on Amazon.

Contact Duena

You can connect with Duena on LinkedIn or on her website DuenaBlomstrom.com, where you can find links to all her various endeavours!

241集单集

One Knight in Product

Paying Off Your Organisation’s Human Debt Through Agility & Psychological Safety (with Duena Blomstrom, Founder & CEO @ People Not Tech)

One Knight in Product

40 subscribers

published 2年之前

MP3•单集首页

Episode highlights:

1. Santa Claus is not going to come and "puke a generative culture on your enterprise"

2. We're not fixing it because we get in our own way

We let the status quo persist because we don't challenge ourselves, and think this is just the way business works. There's too much fear in the workplace and it's holding us back.

3. Impression Management is a big problem at work

4. All companies have some level of Human Debt

5. You don't need to pay all the Human Debt off at once

Buy "People Before Tech"

Check it out on Amazon.

Contact Duena

You can connect with Duena on LinkedIn or on her website DuenaBlomstrom.com, where you can find links to all her various endeavours!

241集单集

#Tech #Business #Knight In Product #Product Management

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One Knight in Product

1
Solopreneurship, Memes & Getting Started with Product-Led Sales (with Elena Verna, B2B Growth Guru & Meme Queen) 1:09:57

4天之前1:09:57

1:09:57

About the Episode Elena Verna is a renowned growth consultant who has worked at and with a glittering array of well-known tech companies. She's a strong advocate of career optionality and solopreneurship, as well as the author of a popular growth newsletter, Reforge instructor and popular LinkedIn content creator with her insightful posts and searing memes. Just don't call her an influencer. Episode highlights: 1. Solopreneurship is about having optionality; it doesn't mean you never take a full-time job again. You can build a portfolio career with a variety of different offerings, and get involved in the types of problems that excite you. This feels risky, but people get laid off from "real" jobs all the time. The most important thing is to optimise for what you're passionate about, and it may well be that you move between full-time employment and advisory or fractional roles. It's not a one-way street, and you're in control. 2. Humour disarms people, so memes are a great way to talk about difficult topics and build empathy Content creators should not be scared of poking fun at meaningful topics. Using humour is a great way to help build connections with people around potentially sensitive areas. That doesn't mean you should make everything a joke, but you can certainly mix it up. You might think it's risky for a solopreneur, needing to build credibility, to be seen as an unserious clown. But, do you really want to work with people who can't take a joke? 3. Product-Led Sales is all about using self-service as a lever to fill up your sales pipeline with healthy, qualified leads Speaking of knowledge (nice segue!), Elena has written a lot about Product-Led Growth (PLG) and Product-Led Sales (PLS). PLG is the strategy of using your product as its own acquisition channel through enabling a great self-service experience, quick time-to-value and all the other things that B2C apps have had to worry about for years. PLS, on the other hand, is about filling your sales team's pipeline with high-quality leads that have already experienced your product through PLG, and demonstrated enough usage to make it worth having a data-backed conversation with the buyers at that organisation. 4. There are signals that it's time to try out Product-Led Sales Don't adopt PLS for the sake of it; instead, look for signals that it's appropriate for you. Traditional sales-led motions focus on the buyer but, if you solve a problem that matters more to end users than buyers, you should consider Product-Led Sales as a method for building internal champions and advocacy for your product. You should also be conscious of competitive threats; your traditional, top-down buyer-led sales motion may work today, but keep your eyes open for new PLG players attacking your underbelly. 5. You probably need new capabilities (and talent) within your organisation if you want to get started with Product-Led Sales. Let's face it, most sales-led organisations are terrified of giving sales prospects access to their product without supervision. The user experience is almost certainly terrible and there's no "Aha!" moment to speak of, just a pile of features that got added to satisfy procurement teams. You need to get a good product manager in to overhaul the experience, good product marketers to work on optimising acquisition, and great data analytics so you can make sure you aren't just sending garbage to the sales team. If you don't send them high-quality leads, they'll stop trying to sell to them. 6. Product-Led Sales is not an on/off switch but a dial. Traditional sales-led organisations that are crushing their quotas don't need to go down the product-led growth or product-led sales route if it doesn't work for them. Similarly, product-led companies shouldn't have to go upmarket to succeed. The most important thing to consider is how to build on your existing strengths and complement them, and getting the mix right. You can run both at the same time, and this is better than throwing all-in on a go-to-market motion where you have no credibility, experience or right to win. Contact Elena Check out Elena's newsletter and other work: ElenaVerna.com Follow Elena on LinkedIn: https://www.linkedin.com/in/elenaverna/…

One Knight in Product

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Zoe Laycock's Hot Take - Product People Need To Take AI Ethics Seriously (with Zoe Laycock, Product Marketing Lead @ Diffblue) 29:38

11天之前29:38

29:38

Zoe Laycock is the Product Marketing Lead for Diffblue, an AI-powered testing platform, and is passionate about promoting and elevating the role of product marketing, as well as advocating for diversity, equity, and inclusion (DEI) in the tech sector. Zoe's hot take? That product people need to get serious about ethical AI, and put people, processes and protections in place to ensure that AI products create the impact that we all want to see in the world. Find Zoe: ...on LinkedIn: https://www.linkedin.com/in/zoelaycock/ . ...on "X": https://x.com/firestartr . ...on Instagram: https://www.instagram.com/firestartr . Or check out Diffblue: https://www.diffblue.com/ . If you'd like to appear on Hot Takes, please grab a time: https://www.oneknightinproduct.com/hot…

One Knight in Product

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Myles Sutholt's Hot Take - Leaders Need to Get Better at Using Data for PM Performance Reviews (with Myles Sutholt, Head of Product @ Field Intelligence Inc) 20:09

23天之前20:09

20:09

Myles Sutholt is a Germany-based product leader working for an Africa-based startup where he's helping to digitise the health supply chain across the continent, with a "laser focus" on creating user value alongside business value and fostering motivated, dynamic teams. His hot take? That leaders too often rely on gut feel and recency bias when performing performance reviews, relying on point-in-time assessments and trying to be nice rather than supporting the career growth of their teams. Find Myles on LinkedIn: https://www.linkedin.com/in/myles-sutholt/ . If you'd like to appear on Hot Takes, please grab a time: https://www.oneknightinproduct.com/hot !…

One Knight in Product

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Most PMs Aren't Good At Strategy - Enter The Decision Stack! (with Martin Eriksson, Co-founder of Mind the Product & Creator of The Decision Stack) 1:07:48

5 weeks之前1:07:48

1:07:48

Martin Eriksson is the co-founder of Mind the Product, and co-author of the "Product Leadership" book. Martin has worked with a multitude of companies and has been heavily involved in the VC side of product management. These days, he's advising and coaching companies as well as trying to help us all make good decisions by writing a new book, "The Decision Stack", alongside its supporting website. Episode highlights: 1. The vast majority of company employees don't know what their company strategy is... It's important for everyone in the company to be aligned on what's important, where the company's going and how they're going to get there. It's crucial for product and business leaders to do the work; both to create a vision and strategy and to share it with everyone who is needed to execute it. 2. ... but, worse still, the vast majority of companies don't even have a strategy to speak of Strategy is about making a coherent set of choices about how we're going to achieve our goals or make our company vision real. But, too many companies have fluffy, vague vision statements that could mean anything, and leaders who want to do everything all at once and don't want to make choices. This limits their ability to actually achieve anything. 3. It's hard to create a product strategy if you don't have a company strategy, but you should do it anyway A product strategy should support the company strategy and vision but, if there's no company strategy or vision, it's hard to create or defend such a strategy. On the other hand, you should still do the work to create one; either you'll get to go and execute the strategy or you'll have a straw man proposal to provoke further discussion around what the strategy should be. 4. A lot of product people are pretty bad at strategy, and we need to get better Back in the day, a lot of product managers were expected to write specifications and get stuff done. They weren't even expected to be strategic, and many still aren't to this day. These skills are learnable; product people need to do their best to up their game, and company leaders need to get more comfortable both delegating responsibility and coaching their employees to have these skills. 5. The answer is not "Founder mode" "Founder mode" can be used to justify just about any behaviour, invites "hero syndrome" and can lead to micromanagement and single points of failure. Good leaders absolutely need to be deeply involved in their business, but this should not be at the expense of creating strong, aligned teams that can take many day-to-day decisions without them. Contact Martin You can catch up with Martin on LinkedIn: https://www.linkedin.com/in/martineriksson You can also check his website: https://martineriksson.com Keep up-to-date with The Decision Stack: https://www.thedecisionstack.com/…

One Knight in Product

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Martijn Versteeg's Hot Take - PMs Need to Spend Less Time Learning and More Time Doing (with Martijn Versteeg, Founder @ Group Effort & Organiser @ Product Mastery Conference) 22:37

6 weeks之前22:37

22:37

Martijn Versteeg is the founder of Group Effort, an organisation that fosters connections & facilitates the growth of scale-up leaders through peer groups, offsites and workshops. His hot take? That product people should stop looking for the "golden nugget" of knowledge. Martijn argues that instead of seeking a single breakthrough insight, product managers should focus on consistent iteration and learning through small, incremental steps. Find Martijn on LinkedIn or check out Group Effort . Also, remember to check out the conference that he's organising, and we'll both be speaking at: Product Mastery Conference If you'd like to appear on Hot Takes, please grab a time !…

One Knight in Product

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Martijn Moret's Hot Take - Most PMs Neglect Data Due To a Lack of Time and Skills (with Martijn Moret, CEO @ DataSquirrel.ai) 22:08

8 weeks之前22:08

22:08

Martijn Moret is the founder of DataSquirrel.ai , a company focused on leveraging AI to humanise and simplify data analysis for product managers and non-tech managers. His hot take? Most product managers neglect data—not because they dislike it, but due to a lack of time and skills, which can lead to wrong priorities and poor decision-making. He also highlights the current limitations of AI in data analysis, emphasising that while AI accelerates workflows, it still requires human oversight for reliable outcomes. Find Martijn on LinkedIn or check out DataSquirrel.ai . If you'd like to appear on Hot Takes, please grab a time !…

One Knight in Product

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OKIP LIVE: Jason and Maja's Christmas Fireside Chat (with Maja Voje, Founder @ Growth Lab and author "Go-To-Market Strategist") 58:31

10 weeks之前58:31

58:31

🎄 Deck the Halls with Go-To-Market! 🎄 I spoke with Maja Voje for a convivial Christmas chat about all things product and growth. We discussed: 2024 Retrospectives and 2025 Predictions Product Management and Go-To-Market Strategies AI in Workflows and Whether Product Management is Dead 💀 LinkedIn Growth Strategies Balancing Opportunities and When To Say No Networking and Community Building This is the audio of that conversation, but you can see us both (complete with Christmas hats!) on YouTube: https://www.youtube.com/live/XdjiVO-gXOg?si=XM1wQs-QwP6lx_rr Check out my appearance on Maja's podcast: https://www.youtube.com/watch?v=f6kip2mtuyE ... and Maja's previous appearance on my podcast: https://www.oneknightinproduct.com/maja-voje Merry Christmas/Happy Holidays to you all!…

One Knight in Product

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Adam Dille's Hot Take - The Product Trio is Outdated - Enter the Product Square! (with Adam Dille, SVP Product Engineering at Quantum Metric) 21:40

11 weeks之前21:40

21:40

Adam Dille is the SVP of Product Engineering at Quantum Metric , a company specialising in experience analytics for some of the world's biggest brands. Despite his engineering roots, Adam's relentless curiosity about the WHY behind building products led him to embrace product thinking and how to build products better. His hot take? The traditional product trio - PM, design, and engineering - isn't enough anymore. He advocates for transforming the trio into a square by adding a customer-facing, "operational" team member. This person, deeply connected to customer needs and speaking to customers every day, can help to bridge the gap between the product team and the customer and enable stronger customer focus and faster iteration cycles. Find Adam on LinkedIn or check out Quantum Metric . If you'd like to appear on Hot Takes, please grab a time !…

One Knight in Product

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Grace Yusuff's Hot Take - Introversion is a PM Superpower (with Grace Yusuff, Product Manager & Early Careers Mentor) 23:46

13 weeks之前23:46

23:46

Grace Yusuff is a London-based "reluctant product manager" and introvert who thought she could never do the job. She has since fallen in love with the role and now works as a product manager and early-career mentor, helping others get into tech. Her hot take? That introversion is a superpower for product managers and something to be embraced rather than overcome. She is a strong advocate for people to find their own way in product management, and not having to live up to clichés or stereotypes. Find Grace on LinkedIn . If you'd like to appear on Hot Takes, please grab a time !…

One Knight in Product

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Assaph Mehr's Hot Take - AI Is Just A Tool - What Matters Is How We Use It (with Assaph Mehr, Product Leader and Fantasy Author) 20:53

14 weeks之前20:53

20:53

Assaph Mehr is an Australia-based product & people leader as well as a published fantasy author, who also uses his writing chops to produce a newsletter, "Rise of the Product Leader". His hot take? That LLMs and other generative AI tools are the equivalent of an angle grinder. For those who don't know, angle grinders have big, spinning metal discs that make them ideal tools for certain use cases (like cutting up concrete) but are terrible for anything else. Assaph believes that LLMs have a large number of use cases where we should use them, but that there's still an inevitable need for human decision-making and a sense of taste that AI will never have. Find Assaph on LinkedIn or subscribe to his newsletter . If you're interested in fantasy novels, check those out too . If you'd like to appear on Hot Takes, please grab a time !…

One Knight in Product

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Matt Maier's Hot Take - AI Will Lead to a Post-Employment World (...and That's Good!) (with Matt Maier, Product Marketer & AI Enthusiast) 22:12

15 weeks之前22:12

22:12

Matt Maier is a product marketer and AI enthusiast from Irvine, California, with a background spanning the Air Force, aerospace, healthcare, and startup consulting. His hot take? Within 5 years, employment as we know it will sharply decline. Matt predicts that advancements in AI will render traditional employee-employer relationships obsolete, because why would companies hire people to do easily automatable tasks? On the other hand, Matt believes this is a good thing and will enable an entirely new way of working. Find Matt on LinkedIn or drop him an email at Solo Scale AI . If you'd like to appear on Hot Takes, please grab a time ! Related episodes you should like: Is Product-Led Growth Really For You? (Leah Tharin, Product-Led Growth Guru & Head of Product @ Jua) Embracing Change to Innovate in Product Management (Greg Coticchia, CEO @ Sopheon) The Big Pivot to Reinvent Product Management (Yana Welinder, Founder & CEO @ Kraftful) Debbie Levitt's Hot Take - Democratising our Work means AI is Going to Steal all our Jobs Sooner (Debbie Levitt, CXO @ DeltaCX and Author "Customers Know You Suck") Greg Prickril's Hot Take - AI is going to change everything for Product Managers (Greg Prickril, B2B Product Management Coach, Consultant & Trainer) Andy Walters' Hot Take - We’re Soon Going to be Living in an AI-Assistant-First World (Andy Walters, CEO @ Emerge Haus & Generative AI Expert) Bjarte Rettedal's Hot Take - AI Models Should Be Under Public Ownership or Completely Transparent (Bjarte Rettedal, UX Designer) Reinventing the Future of Customer Success with Human-First AI (Nick Mehta, CEO @ Gainsight)…

One Knight in Product

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Why Product Managers Should Care About Behavioural Science (with Yael Mark, Behavioural Design Product Consultant) 52:46

15 weeks之前52:46

52:46

Yael Mark is a behavioural scientist turned product manager, who is passionate about helping others unlock the power of user-centred product design by embracing behavioural science. She believes that understanding human behaviour and cognitive biases can drive better product decisions and stakeholder alignment, as well as make sure we do it ethically. Episode highlights: 1. Behavioural science helps product managers design for real-world users Behavioural science is the study of how people think, act, and interact with their environments. By understanding human "bugs" and irrational behaviours, product managers can create products that align with user needs, addressing pain points inside and outside the app. 2. Ethics matter when applying behavioural science It's important to align behavioural tactics with user goals. Ethical applications, like encouraging language learning with Duolingo streaks, contrast with manipulative design patterns that exploit users for profit without delivering real value. 3. Cognitive biases can be leveraged for better product outcomes Cognitive biases are the shortcuts our brains take to help us make decisions. Common biases like anchoring, cognitive dissonance, and the sunk cost fallacy have an impact in product decisions. For example, Amazon Prime uses cognitive dissonance to encourage consolidated deliveries, appealing to users' environmental consciousness while reducing costs. 4. AI offers opportunities and challenges in behavioural science AI can accelerate behavioural research by simulating user responses, though it is not yet capable of replicating cognitive biases fully, even when told to exhibit them. However, biases in AI training data may introduce new challenges, requiring vigilance in its application. 5. You can prove the ROI of behavioural science through small wins Some people will be sceptical, so it's important to tie behavioural science theory to measurable KPIs and you can use A/B testing to demonstrate value. Not everything has to be a big development effort. Even reworking copy to focus on gains instead of losses can drive changes in user behaviour. Contact Yael You can find Yael and learn more on YouTube at ProductBS or connect with her on LinkedIn Related episodes you should like: Valentine's Special! A Love Letter to Problems, not Solutions (Uri Levine, Founder @ Waze & Author "Fall in Love with the Problem, not the Solution") Understanding & Interrupting Cognitive Biases in Product Design (David Dylan Thomas, Author "Design for Cognitive Bias") Using Solution Tests to Make Sure You're Building Products Users Want (Jim Morris, Founder @ Product Discovery Group) Standing up for User Research... and User Researchers (Debbie Levitt, CXO @ DeltaCX and Author "Customers Know You Suck") Building Life-Centred Products with Collaborative Product Discovery (Sophia Höfling, Co-founder & Head of Product @ Saiga) Betting on the Value of Product Design at the Organisational Poker Table (Andy Budd, Executive & Design Leadership Coach & Founder @ Clearleft) Moving Beyond Survival and Paying Off Your Vision Debt (Radhika Dutt, Consultant and Author "Radical Product Thinking") Bjarte Rettedal's Hot Take - AI Models Should Be Under Public Ownership or Completely Transparent (Bjarte Rettedal, UX Designer)…

One Knight in Product

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Commercialize! Get your Productized Services to Market (with Eisha Armstrong, Author "Commercialize", "Fearless" and "Productize") 51:51

17 weeks之前51:51

51:51

Returning guest Eisha Armstrong is the co-founder of Vecteris and author of books like "Productize" and "Fearless", which talk about that tricky journey from a professional services to product organisation. She's back to talk about her latest book, "Commercialize", which gives us the skinny on how to monetise, sell, and market productised offerings in transforming B2B professional services firms. Episode highlights: 1. Product strategy is the heart of successful commercialisation A successful product commercialisation strategy needs five key elements: Clear market understanding, monetisation approach, marketing strategy, sales process and plan for renewability. More than anything, company leaders need to think about this stuff upfront and not just wing it. 2. Selling to existing customers is often the most effective strategy for B2B services companies The data shows that selling products to existing service customers, especially as bundles, is typically more successful than trying to enter new markets. It's tempting to try to go downmarket with cheaper, standardised offerings, but this is challenging due to lack of brand recognition and relationships. 3. Packaging is more critical than pricing for success Many leaders focus on pricing, but packaging is often the bigger challenge. Packages should be designed around market segment needs rather than defaulting to simple "good, better, best" tiers without clear rationale. There must be a clear story for why customers would upgrade from one package to another. 4. Companies need to invest in new capabilities for product success A common mistake is trying to commercialise products using existing service-oriented sales and marketing teams. Organisations need to plan and budget for different kinds of capabilities and talent, rather than expecting current staff to develop new skills while maintaining their existing responsibilities. 5. Moving to recurring revenue requires organizational change Shifting from one-time service engagements to recurring product revenue requires changes in how companies measure success, moving from annual revenue targets to customer lifetime value. This transition typically takes several years and requires sustained leadership commitment to stay the course. Buy "Commercialize" "More and more professional services firms are “productizing” their services to grow and scale. But successfully marketing and selling standardized services or products is very different from marketing and selling traditional professional services. Commercialize, a follow-on book to Productize, explores why commercializing new ideas is the most significant stall point when B2B services organizations productize. The book then outlines how the most successful firms commercialize packaged services and new products and get to revenue impact fast and efficiently." Check it out on Amazon or the book's website . Contact Eisha You can find Eisha and learn more on the Vecteris website or connect with her on LinkedIn (mention you heard her on the podcast when connecting!) Related episodes you should like: Survive the Feature Factory by Applying Product Thinking to Product Thinking (John Cutler, Product Evangelist & Coach @ Amplitude) The Seven Deadly Mistakes of Productization (Eisha Armstrong, Co-founder @ Vecteris & Author "Productize") Making Sure you REALLY Know your Customers and Pulling out of Growth Stalls (Adrienne Barnes, Founder @ Best Buyer Persona) Fearlessly Defeating the Four Horsemen of a Product-Friendly Culture (Eisha Armstrong, Co-founder @ Vecteris & Author "Productize" & "Fearless") OKIP LIVE! Is Product/Market Fit Really Dead, or Just Resting? (Andrea Saez & Dave Martin, Right To Left) Chris Locke's Hot Take - Product Leaders Need to Adopt a VC Mindset (Chris Locke, CEO @ Aspire) Jeremy Kirouac's Hot Take - Founders Need Product Management Training (Jeremy Kirouac, Fractional Product Leader) Servitising Product Management & Setting Up Product Teams For Success (Jas Shah, Product Consultant)…

One Knight in Product

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Solving the Growth Equation to Derive Product/Market Fit (with Andy Budd, Author "The Growth Equation") 1:02:14

18 weeks之前1:02:14

1:02:14

Andy Budd is a designer-turned-venture partner who founded one of the UK's first UX agencies before pivoting to help early-stage startup founders make good product decisions and get to product/market fit. He's recently released "The Growth Equation", a book that distils some of the common themes he sees across early-stage companies and aims to give them the best chance of success. We spoke all about the themes from the book, as well as where product management fits into the early-stage equation. Episode highlights: 1. The Growth Equation is made up of a combination of factors that both drive and drag growth efforts Driving factors include audience size, audience motivation, speed of value delivery, stickiness and virality. Dragging factors include friction and competitive pressure. There's no specific solution to the Growth Equation, it's about optimising the factors to deliver startup success. 2. Most founders massively overestimate the scale of their MVP, and it could kill their company What founders think is "minimal" often isn't. Startups burn months and months on what they think is a minimal solution, but it rarely is. There are stories of startups spending 18 months getting their first version out, getting excited, seeing no traction, and then repeating the doom loop. It's important to get stuff out there and into people's hands quickly to see if you can get traction rather than get stuck building things that no one wants. 3. Targeting sophisticated ICPs too early is a death trap Early-stage founders often aim to attack a broad Ideal Customer Profile, believing that it gives them the best chance of getting traction. They make the mistake of tackling sophisticated, mature customers with a never-ending list of "yes, but also..." requests. It's important for early founders to target beach-head customers so you can land and expand. You also need to ensure that you can respond and adapt your early ICP based on real-world feedback. 4. Founders might not enjoy things like Sales or Marketing, but they've got to do what's right for the company Being a startup founder means you get to do things you love, like building a product, but you're also responsible for getting it to market. Early sales efforts must be led by the founders; it's a mistake to hire experienced salespeople too soon and expecting them to build your GTM playbook, and external SDR agencies are not going to get your target customers excited about your vision. 5. In early-stage companies, the product manager is generally a project manager and has to bide their time It's a common problem: A startup founder is encouraged to hire a product manager, but they're still too close to the vision to want someone to join and start challenging everything. They just need to get the ideas out of their head and into the world. "Proper" product management can come later, developed over time, rather than arguing the toss upfront and never getting anywhere. Buy "The Growth Equation" "The Growth Equation is your roadmap to early-stage growth, designed specifically for founders navigating the toughest part of the journey: from zero to one. Finding your first customers, figuring out your go-to-market strategy, and scaling your revenue can feel overwhelming when you're up against limited resources and conflicting advice. That's why this book provides clear, actionable steps to help you break through those barriers and take your startup to its first $1M in revenue and beyond." Check it out on Amazon or the book's website . Contact Andy You can catch up with Andy on LinkedIn . You can also check his website . Related episodes you should like: Moving Beyond Founder-Led Product Development & Setting PMs up for Success (Jennifer Yang-Wong, VP of Product @ Contrary) Nailing your Product/Market Fit Strategy by Focusing on the Mission Critical (Maja Voje, Growth Strategy Expert & Author "Go-To-Market Strategist") The Big Pivot to Reinvent Product Management (Yana Welinder, Founder & CEO @ Kraftful) Building Great Companies through Community-Led Growth (Lloyed Lobo, Author "From Grassroots to Greatness") Nailing your Brand Marketing by Embracing your Zone of Genius (Orly Zeewy, Brand Strategy Consultant & Author "Ready, Launch, Brand") Helping Superhero Startup Founders Stay Away from their Kryptonite (Richard Blundell, Founder @ Vencha & Co-author "The Go To Market Handbook for B2B SaaS Leaders") Upping Your Odds of BEATING the LinkedIn Algorithm (Ivana Todorovic, CEO @ AuthoredUp) Jeremy Kirouac's Hot Take - Founders Need Product Management Training (Jeremy Kirouac, Fractional Product Leader)…

One Knight in Product

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Jas Shah's Hot Take - Product Management isn't as Glamorous as People Think (with Jas Shah, Fintech Product Consultant) 18:10

19 weeks之前18:10