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PRODUCTHEAD: Wartime vs peacetime product leadership

  • Airbnb’s changes to product management could be just what is needed in wartime or equally a retrograde step, while the discussion on Airbnb’s decision to morph its product management function into a product marketing manager role has thrown up an interesting debate.
  • Typical symptoms are a shift in the balance of trade-offs such as focus on big bets over smaller incremental improvements and risk aversion over a healthy risk appetite.
  • Wartime product leadership kicks in when there is a threat to the very survival of a company — or at least at the point the leadership team starts taking that threat seriously.
  • Discussions about productivity are often a proxy discussion for some other dysfunction while remote working is a particularly polarising debate because it aligns with the leader-employee divide.
  • Good crisis was the only opportunity to cut through the bureaucracy and make any kind of meaningful change.
  • Culture clashes often emerge in times of shift from ‘peacetime’ to ‘wartime’ product leadership.
  • Reports of product management's demise have been greatly exaggerated.
  • At a macro level, one can see a battle for the narrative around good and bad habits in the industry currently.
  • Successful games and products have a common attribute: they help the user become more skilled throughout their journey, which requires onboarding to be a continual process.
  • Demonstrating good practices and delivering good products is the key to building better and successful products.

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