Their name says it all, power users. Users with power. They use your product regularly and as a result, know it inside and out. If your product has special features, they know about them and use them religiously. If your product needs an update or two, power users will let you know.
They’re your most engaged users, which make them valuable. They reach out to you first and give you feedback. Unlike average users who wait to hear from you, power users leave comments, in-app reviews and email you.
But just because you receive an outpouring of feedback from them, doesn’t mean you’re at their beck and call. They’re important, but they shouldn’t dictate everything you do.
When Ashley Carroll joined Social Capital, a Palo Alto based venture capital firm, she didn’t aspire to become an investor. Hailing from a tenured career in product management, she was just super passionate about working with startups. “I had become pretty active as a mentor and advisor to various startups and really enjoyed it! It was a nights and weekends hobby, but then I realized that helping entrepreneurs was a lot of what a good investor’s day-to-day entails.”
Interview with Ellie Powers, Group Product Manager, Android and Google Play
Saying “no” is a highly revered skill in business. As the thinking goes, the ability to say “no” demonstrates your value on prioritization and focus. Ellie Powers, a tenured product manager with 13 years of product management experience in three countries under her belt, sees things a bit differently when it comes to building products.
The six things you need from a great product data scientist and how to find them
Product Analytics is one of the most high leverage roles in a company that’s investing in software development. Having millions of touch points with your customers gives you a plethora of opportunities to learn from mistakes faster and build the conviction to take moonshots. However, most companies simply don’t have enough data literacy on their team to interpret the data available to them. This often leads to situations where product managers make decisions based on convenient anecdotes or become too paralyzed to take risks.
The world of product development is changing rapidly. Twenty years ago, “online” was a new acquisition channel. But today, online is the product. And all companies are turning into digital product businesses.
However, the fact that software is eating the world shouldn’t be surprising to anyone reading this. But how quickly it’s happening might be: over half of all Fortune 500 companies since 2000 no longer exist.
The world of analytics is full of red herrings and false paths.
When there’s so much data to work with, it’s easy to get careless and assume that the numbers right under your nose are always telling you the truth: Continue reading
Mental models are frameworks we use to make decisions, explain things, or think about the world. We use them subconsciously and many have become reflexive to our everyday lives. If you’ve ever made a pros/cons list, considered the opportunity cost of a situation or taken an action based on FOMO, you’ve applied a mental model.
We’ve written about confirmation bias, an important one for product managers to keep watch for, yet there are hundreds of less commonly applied mental models we can use to deliberately frame our thought processes. When you apply mental models as a deliberate thought tool, not just a reflex, they can help you explore illuminating paths to better decisions.