Need someone to lead product management at your software company? I build high-craft software and the teams that build it. I'm looking for my next opportunity. Check out my resume and get in touch.

This is the blog of Adam Kalsey. Unusual depth and complexity. Rich, full body with a hint of nutty earthiness.

Product Management

How to understand your product and your market

Freshness Warning
This blog post is over 4 years old. It's possible that the information you read below isn't current and the links no longer work.

Once you’re measuring your product-market fit though the end-user satisfaction question you will want to know "why?" Why do the people who love your product love it?

It sounds strange, but most product people don’t understand their products. They know the product features. They know who they think the market is. But they don’t know who loves their product. They don’t know what those people love about it. And this can often be something different than what the product set out to be.

You can ask your end-users another question if you want to understand your product through the eyes of your biggest fans. Ask them what their favorite parts of your product are. You need to phrase this in a way that doesn’t ask about features, or you’ll get a boring list of functional features that doesn’t tell you much. Your product is more than a list of features. Your product feedback needs to be more than a list of features, too. You want feedback to be a mix of functional and non-functional things.

Ask the Favorite Thing question:"What do you like best about the product?"

Phrased this way, some users may mention their favorite feature. Some will talk about how it makes them feel. Some will talk about what problem it solves for them. They might mention your customer service. Your pricing. Or even how fast and responsive the product is.

Cluster the responses. There will be outliers. Someone probably just loves that one of your buttons is purple. But the biggest clusters of responses coming from your biggest fans are the reason that your target customer loves your product. The people that fall into those clusters represent the target customer for the product you have today. There’s a growth opportunity in finding customers that are looking for a product that fills those same needs.

Recently Written

Think Systems, not Symptoms
Dec 15: Piecemeal process creation frustrates teams and slows work. Stop patching problems and start solving systems. Adopting a systems thinking approach helps you design processes that are efficient, aligned with goals, and truly add value.
Your Policies Aren’t Your Culture
Dec 13: Policies guide behavior, but culture is the lived norms and values of your team. Policies reflect culture -- they don’t define it. Netflix’s parental leave shift didn’t change its culture of freedom and responsibility. It clarified how to live it.
Lighten Your Process Burden
Dec 7: Everyone hates oppressive processes, but somehow we keep managing to create them.
Product Add-Ons Are An Expansion Myth
Dec 1: Add-ons can enhance your product’s appeal but won’t drive significant market growth. To expand your customer base, focus on developing standalone products.
Protecting your Product Soul when the Same Product meets New People.
Nov 23: Expand into new markets while preserving your product’s core value. Discover how to adapt and grow without losing your product’s soul.
Building the Next Big Thing: A Framework for Your Second Product
Nov 19: You need a first product sooner than you think. Here's a framework for helping you identify a winner.
A Framework for Scaling product teams
Oct 9: The people, processes, and systems that make up a product organization change radically as you go through the stages of a company. This framework will guide that scaling.
My Networked Webcam Setup
Sep 25: A writeup of my network-powered conference call camera setup.

Older...

What I'm Reading