Product Management at Spotify with Former VP of Product

Product Management Skills & Qualifications: · On preparing for a career in product management: · Insights from past work at Spotify · Decision ... TableofContents ProductManagementSkills&Qualifications:Onpreparingforacareerinproductmanagement:InsightsfrompastworkatSpotifyDecisionmaking&developmentprocesses:Challengesonthejob:Bestpractices:OnRoadmapping:OnMetrics:Finalthoughtsforbreakingintoproduct: Blog|ProductManagement|Experience Blog|ProductManagement|Experience April8,2020 -16minread byEllenMerryweather EllenMerryweatheristheresidentBritandself-appointedBlogQueenatProductSchool.Co-hostoftheProductPodcast,she’spassionateabouthelpingmorewomenintotechandspendsherfreetimetrying(andfailing)tolearnhowtocode. April8,2020 16minread TableofContents ProductManagementSkills&Qualifications:Onpreparingforacareerinproductmanagement:InsightsfrompastworkatSpotifyDecisionmaking&developmentprocesses:Challengesonthejob:Bestpractices:OnRoadmapping:OnMetrics:Finalthoughtsforbreakingintoproduct: IfyouwanttounderstandproductmanagementatSpotify,thebestwaytolearnistoaskquestions.Askasoftenaspossible.That’swhywe’vestartedweeklyAMAsessionsinourSlackCommunityforaspiringproductmanagersorcurrentPMswhoarecuriousabouttheprocessesofothers. ThispastweekwehadthechancetoaskanyquestionimaginableaboutproductmanagementtooneofthemostinfluentialPMsintheindustry,ShivaRajaraman,aproductguruwhohasworkedas: –ChiefTechnologyOfficeratWeWork –VPofProductatSpotify –DirectorofProductManagementatGoogle –SeniorProductManageratTwitter –SeniorProductManageratYouTube ShivaisnowworksastheChiefTechnologyOfficeratWeWorkinSanFrancisco.Withcredentialslikethese,it’sagreatopportunitytospeakwithhimaboutallthingsproduct. ShivaRajaramanduringhistalkatProductSchoolNewYork. Wechattedabouteverythingfromfindingkeymetrics,overcomingthebiggestproductlaunchchallenges,tothemostsoughtafterskillsforafutureproductmanager… ProductManagementSkills&Qualifications: 1)Betechnically/analyticallycompetentinsomething. Thatmaybefinancialmodelingordesign;chemicalengineeringorCS.Alotofwhatwedoinproductmanagementrequiresyoutobeadeptindataanalysisandespeciallyinterpretationofdatasobeingweakthereisanon-starter. 2)“Management”side–Iprefergreatstorytellersandsuccinctcommunicators.Forexample,Iandmypeersoftenemployinterviewsthatinvolvedeliveringapresentationtoagroup. Thosepresentintheroommaycritiquetheunderlyingassumptionsorgoinabitdeepertogettoyourunderlyingrationaleforadecisionorhowyouframedtheoptions.Accordingly,youneedtobegreatatexplainingthingsandkeepingyourcoolwhileyouanswersmart(andoftennotsosmartquestions).  Beyondthat,it’shelpfultohaveend-to-endresponsibilityforamajorproject,company,volunteergig,whateverwhereyouweretheaccountabledecisionmaker,andyouwerealsothemostpassionatestakeholder. Thatdoesn’thavetobeinaprofessionalcapacity,butit’shelpfultohaveexperience,whereyouhadtoruntheshow. GenerallyfornewPMsherearesometips:  1)Understandaclearstoryabout“whatsuccesslookslike”foryourentirecompany 2)Starttounderstandhowyouwouldmeasurethatandhowyourproductorareaimpactsthatdirectly 3)Focusonhavingthemostimpactagainstthattoplevelgoal–don’tgettoocaughtupintonsofdetails–bethepersonthatstepsbackandsaysareweontherightpathornot? 4)beobjectiveandownit–ifyourteamoryourtacticsaren’thavinganimpactbethevoiceofreasonthatyoushouldrevisityourhypothesisortryanewapproach. Theanalogyformeisabuildingarchitectvs.someonewhohandlesconstruction.YouwanttohaveagoodsenseasaPMwhatarethelimits. Sometimesit’sphysicsorthespeedoflight. Sometimesit’sjustthattherearedesign/engineeringnormsyoushouldunderstand. SowhatIaskisthatPMsdoa1day“understandthestack”astheygetstartedonnewefforts. Theyshouldbetechnicalenoughtocomprehendwhatthatmeansw/ohavingtocode. Theriskattimeswithbeingtootechnicalisthatyoureallybecomeatacticalprojectmanagervs.helpingtosetvisionandprogressagainstthatvision–thatisusuallywherepeoplefallshort. Onpreparingforacareerinproductmanagement: Greathabitistolookatwhatotherpeoplearelaunchingandshippingandaskyourself,whatdoyouthinktheythoughttheyweredoingandwhatwouldsuccesslooklikethem? 10Kpeopleusingthefeaturetodowhat? Havemoreengagementforatypeofuser?Attractanewtypeofuser? Inotherwords,reverseengineertheirgoalandhowtheycounter-positionagainstthenorm. Theworldisaseriesofexperimentsgoingonatanytimesimultaneously.Startguessingwhattheyaretryingtotestorachieve. ProjectmanagementgivesyoutheattentiontodetailthatisapotentialfoundationforProductManagementbutoneofthebestthingsyoucandoistostartunderstanding(orhelpingformulate)the“whybehindthewhat”whichiskeyforproductawesomeness.Inmanycases,youcanstarttomakethatapartofthestoriesorbriefsbehindyourprojectsandyouasaprojectmanagercanremindteamstomeasureortalkaboutgoalsorprogressagainstgoalsthatwerepartofthe“why”.That’sgreatpracticetomakethetransitionclean. InsightsfrompastworkatSpotify Overall,alotofwhatwedoinproductduringagrowthphaseisbalancingdifferentiation(gettingpeopleintothefunnel)withretention(engagingpeopleinwaysthatmakethemcomeback).DifferentiationatSpotifyorYouTubewasoftenaboutdifferentiatedcontentexperiences(uniquecreatorsonlyonYouTube,uniquecontentsuchasthebehindthelyricsGeniuscardsassociatedwithtoptracks,oruniqueusecasessuchasusingSpotifytokeepyouonpaceforarunwithmusicthatissyncedtoaspecificbeat).Engagementisoftenaboutpersonalization(DiscoverWeeklyorDailyMixonSpotifyortaste-basedrecommendationsonYouTube) TribesownmissionsatSpotifyandmustownclearcustomer/userjourneys.UsedthismodelatYouTubeaswellwhereyouhaveaseriesofconstituent-orientedgroups –Viewer,Creator,etc.thathavemultipleteamswithinthem.Thevalueofconstituent-orientedgroupsisthatyouensureyouhaveachampionforaclearusertypes/journeysinadditiontogoodorganizationsbeneaththemtoideateandexecuteonvariousgoals.Overtime youmaynotneed“customer-oriented”organizationstructuresasvariousteamsstayfocusedonend-to-endtasksandappreciatemultiplepointsofviewastheymature. However,oftenit’shelpfultodothiswhenyouhaveanimbalanceinattentionorperspectiveyouneedtocorrect. Decisionmaking&developmentprocesses: Goodrecipeforproductexcellenceoverall: 1)Craftmissionsthateveryoneintheorganizationbelievesinandtietocompanygoals. 2)Don’tleteveryonesolvethesamemissionbutensureanyonewhoownsamissioncanactinanywaytomakean impact–don’tsilothemtoaspecificcodebase,platform,orfeature/viewset.Otherwise,theywilltrytosolvethegoalbutonlywithresourcesatdisposal,oronlybyexertingpixelstheycancontrol. 3)Organizeagileteamsaroundmissions–theyinheritgoalsbutcanfocusonuniquetactics.However,youdon’treallywantabunchofteamscomingupwithacacophonyofgoals. Companiesneedtohavepriorities.Similarly,youdon’twantalotoftop-down“here’swhatyouneedtodo”–thatstiflesinnovation. 4)Finally,ifyoudon’thavecleargoalsandeachteaminventstheirowngoalsyouhaveadisastersoremembertospendtimeensuringpeopleunderstandthegoalsandifneedbepinthosegoalsupandover-emphasizethematallhandsandinwrittenorvideocommunication. Goeshandinhand.ThinkaboutYouTube–sometimesyouhaveasetoffeaturesthatareaboutrightsmanagement–thatiswhatContentIDwasintheearlydays. Justprotectcopyright. Butyoustarttorealizethisisamuchmoreinterestingcapabilitynotjustasetofrightstools. Youarescanning150yearsofvideoeverydayandmatchingitwithmassivesetsofvideothathavebeeningestedbefore.Thatisacapabilitybuiltonscalable,revolutionarytechnology. Agoodlessonistoaskyourself,“whenIambuildingthisfeaturedoIneedoramIalsobuildingagreatcapability?” andiftheanswerisyes,askyourselfwhatotherfeaturescouldyousupport. Iftheinvestmentintechgivesyouoptionvaluetolaunchmanymorecoolandimpactfulfeaturescoreorcomplementarytoyourmission,youhaveagoodideayoumightwanttoinvestinthetechandnotjustboltonafeature. ContentIDatYouTube.AWSatAmazon.On-demanddeliveryofanythingatUber. Challengesonthejob: Everythingyouthoughtyouknewaheadofthelaunchistypicallythrownoutthedayyoulaunch🙂Thekeythingistoremember(IknowIsoundlikeabrokenrecord)iswhatyouweretryingtoaccomplish.Nowyouhaverealdata. Soyouwanttogodeepandunderstandwhathappenedinactualitygivenyouhadahypothesisthatledyoutobuildsomething. a)Youlaunchedsomethingnew–doyoupeoplelikeyourproposition?Dotheyunderstandit? Areyouattractingthepeopleyouthoughtyouwere?Dotheytryitout? b)Assumingyouhaveagreatgroupyou’veattracted,andtheyarenowusingtheproduct,startunderstandinghowtheyuseit(youmaybesurprisedovertime)andliveandbreathethelowlightsandhighlights.#ofTweetsisnotametricyouwanttostickwithfortoolongasfunasitiswatchingthattimelinepost-launch.Specifically,understandwhatusagecorrelateswithretention–e.g.whatdopeoplewhostickaround30daysafterlaunchdoinyourproduct?And/orunderstandwhattasksdoessomeonecompleteandwhattotheynevertouch? c)Stepbackafteramonthorsoandaskyourself,“didanyofmyassumptionsleadingtothisproductchange?”forthebetter?fortheworse? anythingnewyoushouldacton?anythingobviousyouneedtotweak? Learnwhatworkedbutalsoquestionyourfundamentals–maybeyouhavelearnedsomethingexceptionalyouneedtoactonforgoodorforbad. BiggestchallengeIfacedbeingaPMwasoftenbeinginsituationswhereIdidn’thavealotofcontext. Ididn’tseethebiggestpictureandassumedsomeonehadonebutIdidn’task. Theotherchallengewasfindingsomespacetomakemyownbets.Theydidn’thavetobebigones,butIwashappiestwhenIcouldalsohavemyowncanvastotrysomethingout,however,minorandincreasinglythatgrewinscope. Thischallengeisoftenatradeoff–youwon’tbethesourceofallthegreatideasyourcompanyshouldpursue. However,findingsomeheadspaceandtimetotrynewthingsiskeytolearningandfeeling100%utilized. Bestpractices: Rememberyouaretryingtoachievearesult. Featuresareawaytogetthereandtypicallyinourworldgettingthatresultdoesinvolveshippingsomething🙂 It’simportanttostayfocusedonthatresult,butgreatPMscan’tbetooabstract.IlovePMswhoobsessaboutthedetailsofflows,logic,content/community,etc.butIalsowanttomakesureyouatsomepointyouaskyourself:hey?Isthisworking?Whynot? Doweneedtotweakthefeatureorgobacktotherootofthedecisiontreeandtryagain?Ifthatmeansyoushouldmoveontonewideas,allgood.Bettertolearnthatfast.   CatT-shirts! Seriously,it’simportanttohaveculturalbondswithpeople–hangoutandgettoknoweachother–don’tjustmeetforthefirsttimewhenyouarenegotiatingaroadmap. AtYouTube,wehadthewholeCreatorProduct,andEngineeringteamgomakevideosforexamplewiththeparticipationofxfnpeersincontentmanagement/licensing/etc.Wealsohadtheminterfacedirectlywithcreatorsforafewdaysandunderstandtheirpainpoints. I’mnotthebiggestbelieverinempathyforthesakeofit. However,understandingsomeone’slifearoundyourproductgivesyougreatcontext. AtSpotify,theteamthatbuiltagreatproductforrunnersbroughttreadmillsintotheoffice.Ultimately,thebestincarnationofthisistothinkofyour“team”asnotjustproduct,design,engineeringbutalsomarketing,content,andsupport(+more). Defineyourteamsfromday1withthismentality,andyou’llbridgetheorgquickly. OnRoadmapping: Iliketolookatgoalsatleast6monthstoayearout.Forproductroadmapsandassociatedtacticstoachievethosegoals,Iliketostaywithin6months.Soputanotherway,maybeyouwanttohit$100Minrevenueayearfromnow.You’dplanseveralefforts/betsoverseveralcyclestogetthere,ideallyalllessthan6monthsindurationtoprovetheirefficacy(e.g.aroadmap).Trulyhardthingstakemoretimesothosearemaybeexceptions,butforthemostpartyoushouldhaveahealthystackofthingsthatletyoulaunchandlearn. Also,I’vereceivedgreatadvicefrommymentorstofocusfirstonthe“biggest”things–e.g.don’tfillupyourglasswithlittlepebbles;fillitupwithbigrocksandthensqueezeinthepebbles.Inotherwords,lookatnext6monthsandthinkaboutyourbiggesteffortsyouneedtotryandthensqueezeinaroundthatifyoucan.UltimatelyyourjobasaPMistomanageaportfoliooflowerriskandhigherriskeffortsthataffectyourkeygoalsasacompany.Makesureyoudon’tfillthatportfoliosolelywithobviousbutlowimpactefforts. OnMetrics: It’snoteither/orandgiventhereareafewquestionsonresearchletmetrytosummarizeafewthoughts: 1)Directfeedbackisoftengreatforfirstimpressions.It’shardtounderstand,especiallyfornewusers,whythosewholeaveorbouncequicklydoso. Ibelievethisisthestageyoujustneedtoaskquestions: whatisthisappabout?Whatdoesitletyoudo?Doyouknowhowtodoit?Showme? Youwilllosealotofusersbecausetheydon’tgetpastscreen1orday1.Youliveordiebythosefirstimpressions. Logswon’ttellyoumuch–askthemwhatwastheirimpressioninlabstudies,in-appsurveys,and/orvariousotherresearchmethodsthatinvolvedirectfeedback. 2)Instrumentedbehaviorisgreatincaseswhereyouhaveusageandyouwanttocorrelatethatw/levelsofengagement,degreeofchurn,etc. Evenifsomeone*tells*youtheylovetheappyouwanttoseeiftheyactuallyuseitand/orinmanycasesfindoutwhatusagecorrelatesmostwithretention.Thispartishardtodowithinpersonordiarybaseduserstudies. Peoplearen’talwaysgreatatdescribingwhattheyreallydoorwhattheywilldo.Theytendtobeverygoodatarticulatingwhethertheylove/hatesomething(perceivedvalue)andwhethertheyunderstandsomething(cognitionofwhattheycando)butwhattheyactuallydoisoftenbestdonethroughdirectinstrumentation. AfewquestionsonmetricssoI’llgroupsomeanswershere. 1)Ultimatelyalotofappsorservicesareaboutengagement(timespent)and/ortaskscompleted(jobsdone). Iwouldfirstunderstandyourtoplevelmetricandmakesurethingsadduptothat. 2)WARNING! Don’tjustmeasurewhatiseasytomeasure.Thatisthebiggesttrap.Proxiesarefinebutonlyiftheytrulymaptothehigherlevelmetric.Forexample,atYouTube“views”arenotthesameas“watchtime”.Youcangameabunchofclicksbutit’shardtokeeppeoplewatching. Remembertofocusonthetruemeasureofyourservice’squality. Similarly,pagevisitsaren’tequivalenttothingsbought. Maybeyouonlylinktocommerceactivitybutthatdoesn’tmeanyoucangetawaywithoutmeasuringit–youneedtofindarealproxy. It’seasytogetpeopletoopenupascreen.Youcanmakeitbigger,flashier,orjustmakeittheeasiestthingtoclickoneverywhere.YouhavetomeasuretheROIofeverypixelsospendtimeunderstandingwhatyourgoalfunctionreallyisandhowtoinstrumentitand/orthebesttrueproxy. 3)Onceyouhaveyourhigh-levelmetric,breakitdown. Forexample,engagementtimeisoftenabout#ofusers(growth/marketingacquisition),#ofvisitsperuser(thingsyouhelpthemdoorexperienceandleverstogetthemback),timespentpervisit(betterexperiencesandmorethingstodowhenyouruserscomeback). Eachofthesecomponentsmaybewhatyoutrulyacton. Butalwaysensuretheserollupcleanlytoyourtoplevelgoalsoyoucankeepaneyeononemetriccannibalizinganotherand/oryoucanensureyouunderstandhowmuchimpactthatlevertrulyhas. 4)Oftenthisisveryveryobviousandshouldbeobviousbecausethesegoalsmaptoeasilyunderstoodbehavior.Sometimes,however,yourealizeit’snot.Onsomeservices,forexample,engagementmaynotmatterasyoumightpayforsomethingandjustkeeppayingevenifyoudon’tuseit. However,youlikelystillneedtoworkonthingstogetuserstocomeback(differentiatedexperiences,content,accesstodata,etc)whichtiestouseracquisition. Insomecases,itisaboutengagementbutit’sverycrowdedsoyouneedtospendalotoftimewithmotifs,emails,orre-engagementmarketingtogetpeopleintoaritualanduntilit’scementedintotheirhabitsit’sallornothing.Tacticsvarytremendouslybyproductandserviceevenifthegoalsaresimple. Ultimately,yourmetricsshouldmaptostaplegoalsforyourcompany.Iftheyaren’tcommonsenselinkagesyoumayhaveanissueoryoumanyhavecomplicatedthingsabittoomuchwithyourcleverness🙂 Finalthoughtsforbreakingintoproduct: 1)Ifrightoutthegateit’stoughtolandimmediatelyinaPMrole,findarolewhereyoucaninteractwithproductandofferuniqueinsightsthathelpproductmanagerssucceedandnomatterwhathelpcrafthypothesesjointlywithyourproductpartners. 2)Findadomainyouloveandlearnmoreaboutwhat’sgoingonthereandliveandbreathemorethanjustproduct.Understandtheunderlyingproblemspeoplearetryingtosolveandwhatassumptionsarebeingdestroyed. Note:IgenerallybelievethatPMsaregeneralistsandgreatonescanworkinmanydomains.Buttostartofforbridgeintoarole,havingagoodgraspandpassionforaverticalhelpsmakeyouanessentialcomplementandofteniskeytodevelopinggreatproductsthoughyoucan’tbebrainwashedintothinkingestablishedassumptionsareimmutable. 3)Getgreatwithdata.Betheonepersonsomeonecangotowhocansliceanddicelikeitain’tnothangandalsomakewise,objectiveinterpretations. Workwithyourpeerstoensureyougetfeedbackonwhetheryourinterpretationsareglibormeaningful.It’snotsomethingthatisautomaticonday1–youneeddisciplineandfeedback.Criticalthoughtisimportant. EveryTimeyouthinkyou’vefoundadefenseforsomethingorakeyinsightstepbackandthentakeyourselfdown. Askhowyouwoulddisproveyourtheoryandwhatdatawoulddothat. Bulletproofyourselforgethelp. 4)Finally,careaboutdesign.Guardeverypixel,careabouttheUX.Youwon’tbedesigningeverypixelbutyoushouldfeelconfidentwithbasicpatternsandbeastrongcustodian.Thisdoesn’tmeansayingnotoeverything…butyoushouldbethepersonwhounderstandsthateveryelementhasapricetagintermsofusercomplexityoroptionvaluetodosomethingelse. byEllenMerryweather EllenMerryweatheristheresidentBritandself-appointedBlogQueenatProductSchool.Co-hostoftheProductPodcast,she’spassionateabouthelpingmorewomenintotechandspendsherfreetimetrying(andfailing)tolearnhowtocode. TableofContents ProductManagementSkills&Qualifications:Onpreparingforacareerinproductmanagement:InsightsfrompastworkatSpotifyDecisionmaking&developmentprocesses:Challengesonthejob:Bestpractices:OnRoadmapping:OnMetrics:Finalthoughtsforbreakingintoproduct: TheProductEconomy:DriveRevenueGrowthThroughDigitalExperience Firstname:* Email:* English Spanish Portuguese Arabic *Thesefieldsarerequired. 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