Here's how you can smoothly transition when taking over an existing product.

To take over an existing product, a smooth transition starts with assessing its status. First, understand your audience's unique needs. Establish a consistent communication system by determining the right frequency &format. Automate updates across various dimensions, horizons, and channels to track, record progress, assure data security and streamline information flow This thorough assessment ensures everyone is informed about achievements, challenges, and next steps. Action Points - Understand your audience's needs - Establish consistent communication - Invest in a reliable system of record - Automate updates across various channels - Ensure team alignment and prompt issue resolution

- Talk to the existing product team. Their insights on user needs, pain points, and technical details are invaluable. - Identify the product's strengths and weaknesses. What aspects resonate with users? What areas need improvement? - Set realistic goals. Base your roadmap on the product's current situation and avoid drastic changes until you have a deeper understanding.

Begin by assessing the current status of the product. Conduct a comprehensive review of the product’s performance metrics, user feedback, and any ongoing projects. For example, when taking over an existing product at Microsoft, the new product manager thoroughly analyzed user engagement data and bug reports to understand the current state and pinpoint immediate areas needing attention. This initial assessment provides a solid foundation for informed decision-making.

Whenever I've started a new job, or taken over a new product, I've focused on gathering as much information as I can. I'd like to share the following framework for this: 1) Conduct a SWOT analysis of the product, people and processes. 2) Meet the team members, especially cross-functional team members across the entire business unit. 3) Validate assumptions - this is the toughest one in my own experience, but as much as possible validate and share assumptions - make them well known.

Dizem que os primeiro 90 dias s?o decisivos para você criar espa?o e já come?ar a entregar os primeiros resultados. - Cria??o de relacionamento, cria??o de la?os, entendimento de motiva??es das pessoas ao redor; - Criar conex?o com o seu time, construindo confian?a e estando presente; - Criar conex?o com pessoas de outras áreas; - Identificar pessoas que retém informa??o do negócio e usá-los como mentores nesse início; - Iniciar uma primeira leitura pessoal sobre o negócio e o mercado que está inseridos;

Team management is the most important task for a product manager especially the one who is taking on the new product responsibility. While everyone's contribution should get due respect, it also means not being biased by few of them.

- Foster open communication. Encourage team members to share ideas freely and without fear of judgment. - Celebrate successes together. Recognition motivates and builds morale. - Delegate tasks effectively. Play to each member's strengths and provide opportunities for growth.

Basicamente é uma vis?o muito relacional, e menos entrega técnica. Nada de mudan?as drásticas, e só constru??o de confian?a e credibilidade para que você ganhe tempo para a entregas realmente relevantes. Você precisa causar uma boa primeira impress?o, para que essa perce??o seja compartilhada logo de imediato. A ideia toda em volta desse assunto é que a coisa mais perigosa para uma nova transi??o é que as pessoas e a empresa podem n?o reconhecer que há uma diferencia??o nessa mudan?a. Essa transi??o precisa ser percebida por você e principalmente pelos outros.

Build relationships with your new team members by scheduling one-on-one meetings to understand their roles, perspectives, and challenges. When joining a new team at Google, the product manager organized informal meet-and-greets to get to know team members on a personal level, fostering trust and open communication. Understanding your team’s dynamics and expertise is crucial for effective collaboration.

Meet the teams involved in the product’s development, marketing, support and some other stakeholders. These are the people who have the most intimate knowledge of the product’s history and current status. Understand their roles, responsibilities, and perspectives. Building rapport and trust with the key members of a particular team is crucial for a seamless transition and future collaboration.

Dive deep into understanding the end users of the product. Analyze user personas, customer journey maps, and user feedback. At Slack, a new product manager spent time directly interacting with customers and joining support calls to grasp user pain points and needs. This user-centric approach ensures that any future product decisions are aligned with user expectations and enhance the user experience.

Se adapte. Depois dos 30 dias, é hora de adaptar. Os próximos 30 dias serve para: - Entender as discrepancias entre timing do time que estou inserido e o timing da empresa (basicamente comparar os níveis de maturidade); - Identificar e estudar os gaps de entendimento das pessoas sobre o que o negócio entrega e como ele é posicionamento no mercado; - Entender como o seu papel pode causar impacto perceptível no seu contexto local (produto) e no contexto global (empresa); - Leitura e absor??o sobre tudo a respeito do produto e servi?o e como isso está conectado na jornada do negócio... e por que n?o está funcionando; - Come?ar a priorizar reuni?es e fóruns que você precisa estar presente para construir impacto perceptível futuro;

Great products solve user problems. Dive deep into user data, personas, and feedback to understand their needs and frustrations. Participate in user research to see things from their perspective. By becoming user-obsessed, you'll make decisions that truly enhance the product and keep users happy. This is the foundation for building something they'll love!

Evaluate the existing processes and workflows within the team. Identify what’s working well and what needs improvement. At Atlassian, the new product manager reviewed the team's agile practices and sprint retrospectives to streamline workflows and improve efficiency. Optimizing processes can significantly enhance team productivity and product quality.

Tenha calma para avaliar e ajudar a contribuir com processos de produtos... Isso se faz depois de muito tempo na empresa e depois que criou as rela??es corretas. N?o saia querendo mudar tudo. Você ainda n?o tem autoridade nem 100% de confian?a de todos, principalmente stakeholders.

Depois dos seus 90-180 dias é hora de: - Iniciar uma contribui??o com o processo; - Self assessment do produto e como ele impacta o negócio ou atravanca obten??o de resultados; - Identificar quick-wins conectados ao produto (seja débito técnico, seja pequenas mudan?as em features); - Priorizar dores de times externos (os que se facilitam a cria??o de confian?a forte no futuro - sim, aqui é puro interesse); - Entender como construir uma credibilidade sustentável;

Based on your assessments, set clear priorities for the product. Focus on quick wins to build momentum while also outlining long-term strategic goals. For example, when taking over at Airbnb, the product manager prioritized fixing critical bugs and enhancing key features that had high user demand, creating immediate value and setting the stage for future growth. Clear priorities help align the team and drive focused efforts.

When you take over an existing product, you'll be in for a major juggling act. You have to take on the day-to-day activities without becoming so lost in the weeds you take your eyes off the goal and lost all initiative. You also have to create a clear plan for the future without neglecting your product team's needs. Don't feel rushed - take a step back, assess the situation, and do what product managers always do, fix the biggest pain point first. Scrum.org's Mastering Professional Scrum book has a helpful self-assessment that can help you decide where to direct your attention first.

Develop a strategic plan that outlines your vision, goals, and roadmap for the product. Communicate this plan to the team and stakeholders to ensure alignment. At Facebook, a new product manager developed a detailed six-month roadmap that included milestones, resource allocation, and KPIs. Strategic planning provides direction and keeps everyone aligned on the product's trajectory.

Creating a strategic plan for the product is crucial. I start by envisioning the product's potential future, considering innovative features and untapped market opportunities. At this stage, I always double-check the alignment of these with corporate strategy and the product's business objectives. I establish specific, detailed objectives and key performance indicators (KPIs) to track our progress and keep us on target. Sharing this vision with my team and stakeholders is essential to align our efforts and ensure everyone understands the direction we're heading. This shared understanding and dedication are crucial as we work towards implementing our strategic plan and achieving success for our product.

Understand the reality, Observe and find what is the situations in the Realtime . The ground realities could be completely different from what is shown in the documents and metrices . Meet the team , stake holders and look out for customer concerns and product features . Most importantly use the product by yourself

Consider leveraging AI and data analytics to gain deeper insights into product performance and user behavior. Tools like predictive analytics can help forecast trends and identify potential issues before they escalate. Additionally, stay connected with the LinkedIn community to share experiences and gather insights from other product managers who have successfully transitioned into new roles. Building a network of support and continuous learning can greatly enhance your transition process.

It is volatile. No product is like another. So be prepared to being unprepared for certain unexpected challenges. Always keep little slots of your time open to tackle those hurdles.