Empowering Product Teams

Gone are the days of command and control leadership approach and organisations that still nurture such stills are playing Symphony of Destruction. Its the role of Product Leadership to ensure product teams are self organised as well as ideas flow from Teams --> Leadership rather than the traditional top-down approach. 

Although easier said than done, it's the pivotal role of Product Leaders to ensure teams have clear understanding of these 4 aspects encompassing the reason why the product/platform they work upon should exist. 

So lets understand these in detail:

Value →  How much does your Target Group values what you’re aiming to build? Is it an intermittent need or a burning problem and whether any substitutes exist in the market for this problem?

Usability → Who is the end-user of the product? How will they use it?  Are they tech savvy ? In simple words, the usability of a product would differ immensely on your Target Customer and how they use it. 

Example: A Data Science platform would have completely opposite usability for an Analyst vs Executive. 

Feasibility → What is the MVP Standard to Delivery Time ratio. Does it involve utilization of new technologies or involvement of Domain SME's for industry perspectives. 

At times, breaking down the MVP into phases and ensuring its followed up by a feedback loop which not only involves your internal Product Council but also prospective customers can yield great results.

 Viability → How will the Product/Platform deliver the business impact required to justify the cost of building it?’ 

How every feature you build will:

• Generate revenue for the business than its costs to deliver – in terms of efforts 
• Provide a better ROI than available alternative initiatives.
• Generate a new stream for future cash flows

In the upcoming posts we'll delve more into how Product Leaders can build high performing & self organising Product Teams which break the traditional way of building innovative products.