How do you adjust your product management for new domains?

Here is the step-by-step process I follow to adapt to a new domain: * Deep dive into the new domain by talking to customers, trying out products, talking to peers, doing market research, and reading available docs. * Mapping all my understanding structurally using mindmaps, docs etc. * Building feedback channels to get the insights flowing from all the relevant sources continuously. * Start ideating/building small features and shipping. Finally never forgetting to follow the fundamentals of product management.

A great product market fit comes from the real user studies and consumer interaction. Knowing the pains and gains of what our customer actually needs and building a hypothesis around that! For the new products domains which am working on Customer Discovery is a great thing which opens the product market fit for our customers. Building something and marketing it to the users is not the required thing right now ! Focus on what our customer needs and plan all the features accordingly be it hardware or solution or a bundle of both!

"Being thorough with Product Management basics matters" If you need to adjust your PM practice, it is assumed that you had prior PM experience Some of the things you must have inherited and will remain same 1. Empathy 2. Being Assertive 3. Habit of documenting things 4. Problem solving mindset 5. Good with numbers 6. Tech Savvy 7. Product marketing acumen Things that needs to be adjusted 1. Style of collaborating with new colleagues 2. Learn more about the new business type (B2B/B2C) 3. Explore the industry type, trends & market 4. Adapt to the new processes/ frameworks 5. Ways to get user feedback 6. New & similar tools 7. Being dynamic & adapting to the Company culture 8. Development cycle (e.g. PLG vs Traditional) Attitude matters

Your domain experience doesn’t matter. You will excel at your job if: - You always need to learn from your customers, segment and market - You conduct regular discovery and follow non-vanity KPIs to assess both your progress and the health/success of your product - Encourage others to share their knowledge and thoughts openly - Have a great documentation practice and a habit of reducing friction in your day to day If you want to change jobs but are worried about the domain simply find subject matter experts you can learn from. Which is what you should do regardless. Good luck!

I think domain knowledge is something that is important to know, but you can also learn it along the way. It is mostly a big disadvantage to be old in an organization but not familiar with domain knowledge. In any case, high domain knowledge is an advantage for you

I usually create a value proposition after a series of user interviews. I use the JTBD (Jobs-to-Be-Done) framework for user interviews to identify situations where our product may serve as a solution for a particular user's job. The crucial aspect is to capture the exact wording that respondents use to describe their jobs and contexts because these phrases can be incorporated into the value proposition description and marketing campaign.

This is where I found customer interviews really useful because they are the best advocates of the end user problems. After understanding the problems, we can differentiate proposition as per customer segments, as applicable

Talking to people in you target audience should be the first step, not filling random templates. And the more time you spend on the problem side of things the better. If you really deeply understand the problem of the audience, formulating the value will be an easy last step.

To align product strategy in a new domain, set clear vision, mission, and measurable OKRs that resonate with the domain's unique challenges and opportunities. For example, when Apple entered the wearables market with the Apple Watch, its vision was "redefining what a watch can do," aiming for a 50% market share within two years. The company used customer satisfaction and unit sales as key metrics, and successfully achieved a 55% market share in the smartwatch segment as of 2020.

Prioritization is one of the biggest challenges in product management. The key point is that the same feature might have different value in each domain. When you are adapting a product for a new domain, you need to prioritize the features across all domains and obtain an overall ranking for all features across domains. This will increase the overall feature impact across all domains.

New process should be designed keeping in mind the market, customer feedback, usecase to be solved, existing capabilities etc. Domain might change but PM responsibilities are more or less the same. When I moved from ecommerce to Computer vision and then to Data & AI, the domains had a number of different challenges to offer. This is the framework that helps me in such cases : ?? Identify the existing process (if any) ?? Engage in initial conversations with Primary stakeholders like executives, engineers and clients ?? Prioritize their inputs based on any of the popular PM frameworks ?? Preapare for the process transformation ?? Educate & support the stakeholders throughout the process ?? Constantly look for feedback and iterate.

Customize product roadmaps based on the unique characteristics and requirements of the new domain. Prioritize features and enhancements that address specific challenges or capitalize on industry trends.

Reflecting on what i learned so far: Cultivate a growth mindset. Balance technical, business, and soft skills while setting personal challenges to keep it enjoyable & trackable. Leverage online courses, books, and mentors for targeted learning. Listen to podcasts and engage in hands-on experiments to solidify your understanding. Surround yourself with like-minded individuals for that extra layer of support and inspiration. Self-assess and adapt; the learning never stop, Might as well enjoy it!

It's a good news if you get a sense or peer confirms that "Challenge" is accepted by an individual. Bkz early you start the more closure you are heading to enjoy the battel. While working in different domain it will allow you to incise the surface, also will allow to bring a new thought process from the traditional method running. An individual also gets a comfort to ask as much question, bkz from the same domain it's assumed that you know all. Even a small progress will get acknowledged and will be appreciated.

Keep believing in your skills. Good news is Product Management skills are easily transferrable across domains as long as you have curious and learner mindset.

If you stick to the basics and get them right, product management becomes absolutely industry/domain agnostic. What are those basics Product vision: where do you want to be (usually a 3 - 5 years view) Product Strategy: what are 3-5 big problems we need to solve to get closer to our vision Product discovery: what are the best solutions to the problems defined in product strategy Product Delivery: building the solutions Learn, refine and iterate .......

Being an exceptional Product Manager, catering to different domains, requires myriad agile framework and methodologies to be manifested. For instance, for prioritization MoSCoW a lot which stands for “must-have,” “should-have,” “could-have,” and “won't-have (this time).” It can be used in different situations and can help to resolve conflicts between stakeholders. Other popular prioritization techniques that all Product Managers should know include RICE, and Kano in order to become a seasoned Product Manager.

To adapt to new domains, I'd follow these steps if I am building a product in the new domain: 1. Market Research: Understand the specific industry's pain points and data needs. 2. Customer Feedback: Engage with potential clients to gather insights. 3. Cross-Functional Team: Assemble a team with domain expertise. 4. MVP Approach: Develop a Minimum Viable Product to test the waters. 5. Iterative Development: Continuously refine the product based on user feedback. Example: If transitioning from healthcare to finance, I'd leverage a team with financial expertise, create a financial data MVP, and refine it based on feedback from early adopters in the finance industry.

The most useful weapon in a Product Manager's arsenal is a growth mindset. You must be willing to tackle any challenge while being agile enough to constantly improve yourself and adapt your approach. The ability to learn, unlearn (yes, this too is important sometimes as new domains mean old lessons might be counter-productive) and relearn over and over again will serve you better than any single framework or canvas. Rigidity is PM Enemy #1