When should you launch, iterate, or sunset your product?

Launch when product is ready to solve the basic minimum problems of the customer or ready to fill the gaps in process, services or tech stack. Keep a roadmap ready with versions to be launched, stick to that and stay customer focused.

For any product it comes with a shell life. Ideation,Development,Growth, Maturity and decline - Product stage Timing is the key ?? for a Product launch. A PM must make sure we are pushing a product when it is apt and let the market know about it. Product improvement must happen in iteratiin sover a period of time, looking for a perfect on eto launch will never see the light of the day. Now imagine if the product we have launched has reached it decline state and our customers are moving to alternatives. A PM must be brave enough to take a a call to sunset the product as the efforts and returns don't match . PMs must be pragmatic and not emotionally attached to their products yo sustain and grow. #ProductManagement #ProductLifeCycle #KPKR

Maybe we would talk about the goal of launching your product, e.g.: * Learning: Minimal Testable Product * Validating Value: Minimal Viable Product (can we sell it. If not, it's not yet viable) Furthermore, this is highly dependent on what you are launching.

Product managers are responsible for setting goals and making decisions throughout the product lifecycle. Launch: This is when you first introduce your product to the market. You need to make sure you have a clear and unique value proposition to attract customers. You also need to identify the best channels to reach your target audience. Iterate: After you launch your product, you need to continuously improve it based on feedback from customers. This means adding new features, fixing bugs, and making sure the product is easy to use. Sunset: This is when you decide to stop developing and supporting your product. This may be due to declining market demand, technological change, or a shift in business priorities.

Timing, Need and positioning are the critical determining factors for a product launch. Its better to quickly launch with an MVP to test the waters, and then iterate it several times for improvisation. Again, Product Launch is a (beginning of a) journey and not a destination.

to iterate for success, you can follow these 3 simple steps: Understand the goal of your product and its capability. What problem in the market does it solve? Identify your targeted customers and their needs. Once you do this, you'll easily recognize your market opportunity. Create short feedback loops.

Iterating is key to innovation, and ensuring that you keep the loudest voice in the room your customer's voice! You can't predict completely how someone will use something, and having the flexibility to pivot and make the happy accidents core features can make or break a product.

I always struggle with the term "iterate". It's a great concept, and iteration allows for creativity and opportunity for new features and capabilities, while also allowing rapid "poka yoke" failure (lowest cost fail is best to happen earliest in the process!). I do feel sometimes that iteration can lead to optimizing how you iterate, and this optimization can sometime limit the flexibility to continue to add the true sizzle and pop we desire when we launch new features, products or services to our customers. Companies should keep in mind that the iterating gear boxes need ways to mix in the things that are entirely new.

Iterate the same way you learn skills. Go slowly, consolidate your findings, practice, think twice about what you learned and start again. Your product breathes with you. Needs time as you do. And the most important thing, your product can only improve in areas where the product is designed to perform; don't spend time in impossible-to-achieve features nor in features your team is not experienced. But don't throw those insights away; use them for the next development, when you can fail earlier.

Determining when to launch, iterate, or sunset a product depends on various factors such as market demand, user feedback, competition, and strategic goals. Launch when the product meets core requirements and fulfills a need in the market. Iterate based on user feedback, emerging trends, and performance metrics to enhance features and address pain points. Sunset a product if it becomes obsolete, fails to gain traction, or no longer aligns with business objectives. Regular evaluation and analysis are essential to make informed decisions throughout the product lifecycle.

This is a fairly well written paragraph, and I also appreciate the views offered from others below.... There are quite a few key considerations to take into account when evaluating a strategy to sunset a product: 1) Why are you sunsetting the product? because of a key license, expired, that you can no longer renew? 2) How unique and proprietary is your product 3) how critical are its deployments? are you deployed in critical infrastructure (Nuclear, Military, etc) 4) Do you have product materials cogs? 5) Do you have, or are you willing to build, inventory reserve? 6) do you have, and if so, have you identified your "VIP" customers? Many more questions exist, but the point is that Sunsetting should always be "handled with care"

Sunsetting a product is the final phase of its lifecycle, where you decide to retire, replace, or merge it when it no longer aligns with your vision, strategy, or business goals. It’s crucial to handle this process with care, ensuring clear, transparent, and proactive communication with customers, stakeholders, and your team. Provide customers with alternatives, support, and express gratitude to maintain trust and respect. This approach ensures a smooth transition and preserves relationships even as the product is phased out.

Sunsetting your product is the final stage of the product lifecycle, where you decide to retire, replace, or merge your product with another one. You should sunset your product when it no longer aligns with your product vision, your product strategy, or your business goals.

If you plan to sunset your product, you should have alternative product that can be offered to your existing customers and manage the migration plan.

I have seen engineering team or stakeholders getting attached to certain products & they won't accept the plan of sunsetting. In such a case influencing them & letting them know why behind doing that & what all things can be gained doing that would definitely helps to gain their confidence.

Managing a product portfolio can be a challenging yet critical task that businesses need to undertake to stay competitive in the marketplace. It involves understanding what a company offers to its customers, assessing gaps and opportunities, prioritizing them, and aligning resources to execute on that roadmap.

1.Regular Portfolio Reviews:- Conduct regular portfolio reviews to assess the performance of each product and its alignment with overall business objectives. 2.Strategic Planning:-Align the product portfolio with the company's strategic planning, ensuring that each product contributes to the organization's goals. 3.Balancing Risk and Innovation:-Maintain a balance between risk and innovation in the portfolio, considering both established products and innovative new offerings. 4.Customer Segmentation:-Consider the diversity of your customer base and tailor your product portfolio to address the needs of different customer segments.

One thing that people overlook is the importance of finding and chasing the North Star Metrics. North Star Metrics guide strategic decision-making. They help leaders prioritize initiatives that directly impact the chosen metric, ensuring that actions are in line with the overarching strategy. In context with managing product portfolio, it helps us to prioritize products development both new and existing, allowing us to only work for the products which support and improves our business eventually.

Managing a consumer internet product portfolio requires product leaders to ensure a balanced focus on both innovative new products and the optimization of existing offerings. Utilize portfolio analysis techniques to assess market trends and user demands, allocating resources to maximize both short-term performance and long-term strategic growth.

Elevate Product Management: Product Management is about cultivating an ecosystem where innovation & customer value thrive. Innovation Ecosystem: Foster an environment that drives innovation. Encourage experimentation, allow space for unexpected breakthroughs. Customer-Centricity: Center your portfolio around customer needs. Regularly gather feedback & align your portfolio with evolving customer needs. Agile: Embrace agility in product management. The market is dynamic, so should be your response. Alliances: Explore strategic partnerships. Align with complementary products / services to enhance your overall value proposition. Sustainability: Integrate sustainability into your portfolio. Consider the environmental impact of your product.

The key to developing skills is to be humble and open to feedback from others. I solicit feedback from my leaders and other product experts constantly.

To develop a product vision and strategy, it is essential to have a deep understanding of the market, competition, and customers. A product strategy should focus on prioritizing the most critical initiatives to achieve the product vision. It is a team effort that requires collaboration, regular review, and adjustment.

I propose a Holistic approach: Continuous Evolution: Product skill development is not a linear process; it's a perpetual evolution. Embrace a journey of exploration, adaptation & curiosity. Diverse Learning Sources: Look beyond conventional avenues. Supplement formal learning with unconventional sources. Proactive Networking: Extend beyond seeking feedback within your immediate circle. Engage with a diverse range of professionals. Passion: Let passion fuel your growth. Align skill development with intrinsic motivations. Strategic Intentionality: Identify specific skill domains aligned with organizational goals and personal aspirations. Adaptive Skills: Don't accumulate skills; synthesize them adaptively. Learn to interconnect skills.

ótimo! E eu quebraria esse aprendizado em nível macro baseado na proposta do Marty Cagan: Conhecimento profundo do produto, conhecimento profundo do mercado, conhecimento profundo do negócio e conhecimento profundo do produto. Adicionaria sub-habilidades necessárias nessa busca: Discovery, Product Marketing, Product Delivery Data Analisys, Vis?o, Estratégia, Planejamento. E n?o podem faltar as habilidades pessoais: facilita??o, comunica??o escrita, mentoria, trabalho em grupo, solu??o de problemas, entre outras. Aqui já tem uma vida inteira de estudos.

Always prioritize user needs and preferences. Develop a deep understanding of your users through ongoing research and feedback. Use data and analytics to inform decisions about launching, iterating, or sunsetting a product. Make decisions based on concrete evidence. Hone your communication skills to convey ideas, product strategies, and changes clearly to both internal teams and external stakeholders. Foster strong collaboration with cross-functional teams, including developers, designers, marketing, & customer support. Develop a strategic mindset to align your product decisions with overall business goals and market trends. Embrace adaptability & agility in response to changing market conditions, user needs, and technological advancements.

The goal of a product vision is to provide a clear and compelling picture of the future state of the product, including its purpose, value proposition, and long-term goals, that guides the team's efforts and decision-making.

Customer Support: Building a good customer support processes and a good support team is a very important process you should consider. The final and continuous customer impression and opinion is coming from customer support.

In applying product vision, particularly for consumer internet products, align your strategic direction with innovative solutions that prioritize user needs and preferences. This involves not only foreseeing future market trends but also shaping them by introducing novel features and experiences that resonate with and anticipate user expectations.

The decision to launch, iterate, or sunset a product context-dependent. A successful launch is timed when the market is ready, the product addresses a clear need, and there's a competitive advantage. Iteration is warranted based on user feedback, data analysis, and changes in the competitive or technological landscape. Continuous refinement ensures the product remains relevant and aligned with user expectations. Sunsetting becomes necessary when a product faces declining relevance, low user adoption, unsustainable costs, technological obsolescence, a strategic shift, or legal issues. Also we should offer alternate solutions to keep the user base.

Key product decisions may be based on the market opportunity window and how solved is the problem today, and what it will be tomorrow. Understanding the competition, their roadmap and the new technology trends will allow the product teams to make informed product decisions, including sometimes unpopular decisions to end-of-life.

What to Consider Before Launching a New Product Determining whether an idea actually has the potential to become a useful product. Defining your product's potential target users. Creating a business plan to monetize your product.

- Break down the product people needed skills - Product Processes since Discovery to the Launch and maintaining. - The importance of clear documentation.

Como líder, deve-se considerar as sugest?es dos times do produto e do cliente, além das próprias. E mais do que isso, muitas vezes o que o mercado pede pode n?o fazer sentido pra si, mas é importante analisar se traz real valor para o produto, se é viável tecnicamente e para o negócio, antes de descartar a demanda ou sugest?o.