I started the Thinking Product series by sharing my hypotheses for the 3 core aspects of great technology products and great product strategy.
This evolving theory, like all theories, is necessarily imperfect. There’s a ton of nuance that goes into building technology products – e.g., products for enterprises and consumers are designed very differently. But, theories are important because they end up simplifying things. And, that’s particularly important as we begin exploring a new topic. I started this series with this image.
And, over the past weeks, we’ve explored each of these pieces. We began with aspects of great products.
Then, we looked at great product strategy.
- Growth – i.e. bringing new users
- Onboarding – i.e. converting them to power users
- Retention – i.e. making them stay (with a note about the dark side of engagement)
For each of these, we explored 1-3 key questions that should help drive our thinking.
So, today, I wanted to bring this all back in an overview image of sorts. There’s a strong parallel between the core aspects of great products and great product strategy. That is by design of course – they exist together and feed into each other. So, when we look at them together, we arrive at the following 3 core principles –
- Find a niche segment of users with a problem and focus on solving it. (Nailing job-to-be-done and growth)
- Use the onboarding period to convert new users to power users. (Delight to use and Onboarding)
- Continuously improve ability to surface and drive value. (Stickiness and retention)
We have many exciting topics to explore as we dig into the nuance. But, these will likely serve as the building blocks through our journey.
For the next few posts, we will take a break from products and product strategy and move to discussing my hypothesis for the building blocks of great product management and product leadership.