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Medium
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Becoming Chitti 2.0: Navigating Sales Pressures to Build a Product That Lasts
- Sales teams focus on immediate results, like closing deals and driving revenue, while product managers aim to build long-term value for the broader market.
- In a sales-driven culture, feature requests dominate the discussion, and the product could become a mishmash of disconnected features.
- Product-led culture focuses on a clear, long-term product vision that serves the needs of the broader market, not just individual customers.
- Balancing sales’ immediate needs with the product’s strategic goals is important to ensure that product decisions are broadly informed.
- Strategies to manage roadmaps effectively include last-minute feature requests, time allocation model, structured escalation process, saying no and clear communication about the impact on the roadmap.
- “Not Yet, but Soon” framework can be used to say no while highlighting alternatives and when the team might revisit the request.
- A successful company often needs a blend of sales-driven agility and a strong, product-led foundation to balance immediate customer needs with long-term vision.
- Chitti 2.0 exemplifies autonomy and innovation, just like a product-led company that prioritizes innovation, scalability, and a product strategy that leads to sustainable growth.
- Balancing immediate revenue needs with the innovation required for sustainable growth benefits both the company and its customers.
- Strategies that align product and sales goals support a product roadmap that balances immediate revenue needs with the innovation required for sustainable growth.
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