This is a guest post from Suneet Bhatt, the former Chief Growth Officer at HelpScout and VP of Marketing at Chartbeat.
When Charles Dickens penned the introduction to A Tale of Two Cities, he did not know he was also describing the relationship between Product and Marketing at nearly every startup I’ve come across…
I hate the term “influencer.”
In tech, you can often find “influencers” talking about various new developments on TechCrunch and Fortune, while other people (who are actually the best at what they do) are in the trenches, working.
This is a guest post in our Product Innovator Series from Jennelle Nystrom, product manager at Farmstead.
Today, it’s common to hear people talk about testing early-stage products like it’s a bad thing.
Maintaining your agility while simultaneously making the product development process predictable is one of the biggest challenges any product leader faces.
It was about a year ago that we realized:
- we were failing at this, and
- our laissez-faire, do-what-you-will take on project management was the culprit.
This was hard for us to accept because our lack of rigid project management was exactly what had allowed us to build a great product in the first place. As time went on and both our team and product grew, the project management philosophy that once propelled us ahead had begun to slow us down.
It’s easy to see hiring as a cure to many scaling ills.
Most organizations that start hiring to build out the product team have not exhausted the potential on their current team. They’re missing a huge opportunity right in front of them. Growing your team from within is harder and requires more effort, but I believe it also helps you build a fundamentally stronger team in the long-run.
Amplitude was founded on the belief that companies are about to enter a new era. And if you’ve been paying attention to the leaders of the world’s largest companies, you might share in this belief as well.