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Why Your Q4 is About to Become a Beautiful Nightmare: A PM’s Guide to Surviving Yearly Planning

Yearly planning for Product Managers (PMs) can be a challenging process involving strategic thinking, budget negotiations, and aligning various stakeholders.
It typically occurs in Q3 and Q4, requiring PMs to focus on revenue targets, resource allocation, and translating between different departments.
Long-range planning (LRP) aims to look 3-5 years into the future to align company vision with product capabilities and competitive landscape.
Annual operating plan (AOP) translates the product vision into budget constraints and resource allocations, where PMs play a crucial role in decision-making.
Objectives and key results (OKRs) serve as a guiding principle for companies throughout the year, emphasizing outcomes over outputs.
The planning timeline involves foundation phase in Q3, negotiation phase in early Q4, and commitment phase in late Q4.
Successful planning requires adaptability and flexibility to account for market shifts and changing priorities.
Yearly planning allows PMs to shape the future of their product, advocate for users, and align daily decisions with company goals.
It involves weeks of research, analysis, strategy development, plan finalization to create a roadmap for the upcoming year.
Embracing the complexity of yearly planning helps PMs gain leadership buy-in for key initiatives and navigate tough priority decisions.
While intensive and time-consuming, effective yearly planning sets the stage for successful product development and business strategy.

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Medium

270

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Trust Takes Time — and Strategy

Initially, the writer's suggestions for change in the product were ignored by their senior, who dismissed the ideas as useless.
Realizing the importance of finding at least one person to trust and collaborate with, the writer identified a key stakeholder who had influence over decision-makers.
While this stakeholder himself did not have decision-making power, his opinions were respected by those who did, making him a crucial link for the writer.

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Leader Spotlight: Taking lessons from big tech to healthcare, with Sriharsh Boddapati

Sriharsh Boddapati, Senior Director at CareSource, discusses applying lessons from big tech to healthcare and vice versa, emphasizing the importance of patient experience in the healthcare industry.
He addresses misconceptions about building digital products in healthcare, highlighting the shift towards value-based care models prioritizing patient outcomes.
Sriharsh views regulatory compliance as providing valuable insights early on in product development, guiding teams to align with industry needs.
He explores the untapped opportunities for human-centered design in healthcare, focusing on understanding patient care settings and compliance requirements.
Bringing principles from big tech, Sriharsh stresses the importance of agility and rapid iteration in healthcare product development to address the industry's fragmentation.
He discusses how healthcare's long-term focus on sustainability and compliance can provide valuable lessons for big tech firms entering new markets, emphasizing user needs and regulatory nuances.
Sriharsh emphasizes the value of building trust and safety into products early on, particularly when incorporating AI and ML models, to ensure long-term user retention.
In summary, Sriharsh advocates for embracing agility in responding to user needs and regulations, which he believes healthcare excels at and could serve as a lesson for big tech companies entering regulated markets.
His biggest takeaway is that while industries may differ in settings, the fundamentals of designing good products remain consistent, emphasizing the importance of adapting practices to match specific industry demands.

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Medium

162

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Our path to implement a product approach to data (2/5)

The author shares their journey of implementing a product approach to data teams, based on insights from Marty Cagan's book INSPIRED.
The company reorganized tech teams to focus on long-term product building, defining roles for Product Managers (Data PMs) and Engineers.
Emphasis was put on collaboration principles and developing a clear vision for each product to guide the team's direction over the next 2 years.
By using reference documents and service catalog for data products, the team integrates user feedback and new needs to enrich existing products and make them more relevant over time.

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Medium

185

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The Future of Office Administration:

Office administration has evolved significantly in today's fast-paced business world, with technology streamlining processes and enhancing productivity.
Traditional manual document signing processes, especially in banking, have been challenging due to paperwork, queues, and delays.
Digital document management and authorization solutions, like the one from Lewisham Multi Solution Limited, offer remote signing, reducing paperwork, increasing compliance, and enhancing security.
This technology benefits not only the banking sector but also government executives, CEOs, and remote workers by enabling efficient document signing and collaboration regardless of location.

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Medium

144

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Why Understanding Data Is Not the Same as Understanding Users — Lessons From My YouTube Project

The author used an open-source dataset from Kaggle for a YouTube project to understand user engagement and satisfaction trends.
The author realized that understanding users is more important than just analyzing data trends and visuals.
The key shift was to start with a clear goal or problem statement before delving into data analysis to ensure the insights drive product decisions.
The mindset shift from generating many plots to generating the right insights has influenced the author's approach to future projects, such as analyzing Netflix data with a product strategy layer.

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Medium

159

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Impact Mapping: The First Step Toward Outcome-Driven Development

Impact mapping shifts discussions from requirements to outcomes, aiding in strategic planning and decision-making.
Impact maps link solutions to user benefits, expose uncertainty, and facilitate adaptive approaches in software development.
They help in creating better-aligned plans, reducing scope creep, and aligning actions towards specific and measurable goals.
Visualizing discussions with impact maps energizes participants, aids in prioritization, and focuses on delivering meaningful business value.

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Medium

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Understanding Agentic Reasoning and Thinking for Product and BManagers

Agentic reasoning involves ingesting data, improving decisions based on updated patterns, and adapting without being re-programmed.
Reasoning across time horizons allows systems to evaluate what will be best over time, not just what is best now.
Learning from outcomes involves adjusting internal models based on feedback to improve performance.
Collaboration with other AI agents and optimizing performance through goal-directed behavior are key aspects of agentic systems.

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Medium

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No More Feature Factory: Why we need Product Vision?

Product vision serves as a team's North Star, answering where they are headed and why it matters.
It builds cross-functional alignment by providing a shared purpose across teams.
A compelling vision sparks team passion, turning work into a shared mission.
Having a clear vision wins executive and stakeholder buy-in, leading to support and resources.
Key tips for crafting a vision include being graphic, feasible, distinctive, and allowing flexibility.
Slogans are valuable as they distill the essence of a vision into a concise and memorable phrase.
A good slogan should be under ten words, emotionally resonant, repeatable, and consistent.
Airbnb's vision of 'Belong Anywhere' showcases a powerful example of an effective slogan.
Vision crafting should align every decision around the guiding statement and stay clear of complexity or market dynamics.
Socializing and reinforcing the vision within the team rituals is crucial for its success and longevity.
Strategic alignment, grounding in reality, mobilization, and planned evolution are key steps to ensure a strong product vision.

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Medium

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“ The ONE Thinking Trick That Makes You 10x Smarter at Solving ANY Problem”

A system is a set of related components working together to achieve a common objective, similar to how a soccer team functions.
Systems are dynamic and always changing, requiring a holistic view for effective problem-solving.
Systems thinking involves understanding how different parts interact and influence overall outcomes, like improving a chaotic family morning routine.
By identifying connections, leverage points, and feedback loops in systems, individuals can make small changes for significant improvements.

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Medium

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The $40B Pivot: How OpenAI’s GPT Store ‘Failure’ Teaches Founders When to Kill Their Darlings

OpenAI raised $40 billion at a $300 billion valuation after pivoting away from its GPT Store.
The delay in launching the GPT Store led to a high attrition rate, with only 159,000 out of over 3 million custom GPTs making it to the public store.
The revenue-sharing program for developers promised by OpenAI never materialized, leaving creators without monetization.
This instance highlights the lesson that sometimes letting go of beloved projects can lead to greater success for founders.

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Medium

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The Visibility Trap

Teams often have visibility into their systems through various metrics and dashboards, but lack the agency to make necessary changes.
While visibility provides insights, agency is crucial for effective navigation and decision-making within a system.
Having data and charts is not enough; teams need to be empowered to act on the information they have.
Teams may have sophisticated dashboards and metrics, but without the ability to manage flow, the system deteriorates.
Many teams face anti-patterns like data theatre, over-reliance on escalation, lack of system evolution, and pushing work instead of pulling.
The focus should shift from just monitoring flow to actively managing it in real-time.
Agency is not just about mindset but a system condition that allows teams to act without constant escalation and waiting for permission.
Teams with agency can make decisions close to the work, adjust priorities, and protect flow effectively.
Empowering teams with clear boundaries, fast feedback, and the autonomy to act leads to better flow and improved outcomes.
Real predictability in delivery comes from teams that can sense, decide, and act in the moment, not just from having visibility into the system.

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Medium

347

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Tesla Model 3: A Strategic Playbook for Market Disruption

Tesla Model 3, launched in 2017, has been a revolutionary and successful product, marking a new era in electric vehicle technology.
Tesla integrated market insights to democratize the EV experience without compromising on technology or brand reputation.
Key strategic decisions like minimalist design, direct sales approach, and pricing strategy helped Tesla redefine the market and drive record revenue.
The Model 3 launch exceeded expectations, with over 325,000 pre-orders within a week, solidifying Tesla's leadership in the EV market.

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Medium

167

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My Journey In Tech Part I

The individual faced challenges during the early days of their tech journey, including struggles with depression and poor attendance in classes.
Following advice from family, the individual entered the tech industry by enrolling in Aptech Maryland, despite not having a strong background in computer science.
Despite playing with computers, the individual found the tech studies challenging and had difficulty understanding concepts like HTML and Java.
The individual recounts the beginning of their journey into tech, highlighting the initial confusion and lack of understanding in various tech-related subjects.

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Medium

112

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Truisms and Banalities I.

In tough times, visible and grounded leadership is sought after by people.
Companies often create protective rules for engineers, leading to a dependence on detailed user stories and rigid requirements set by product managers.
Collaboration between product managers, engineers, and UX designers is essential for successful product management through shared exploration and idea crystallization.
Having a collaborative partner with complementary skills can lead to innovative and refined outcomes in product development.

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