Product Managers (only) can think product?

Can anyone think Product?

Product thinking is existential for early-stage start-ups, especially when one is tackling the challenges of the underserved 63 million MSMEs. To serve them and make a real impact at scale, required a collective shift in mindset.

Operating in a slim-margin business and serving a customer base that might not be the most tech-savvy, we knew that building intuitive and scalable products was going to be important.

Breaking Down Barriers…

Product thinking is at times left to a select group of product managers, which makes the product development process rigid. I believe that anyone can be a product manager if they put their mind to it. It's a skill that can be learned and honed over time.

That's why at Solv, we're breaking down those barriers and embracing a product mindset across the entire organization. It's not just for the tech folks or the design team. We encourage everyone, from business folks to operations, supply chain, and finance, to think like product managers.

You see, each person brings their own unique perspective and expertise to the table. We've created an environment where product thinking flows freely, without rigid hierarchies holding us back. When everyone has a stake in the productization process, the outcomes are stronger and easier to implement.

It's all about collaboration and breaking free from the constraints of traditional roles. We want everyone to feel empowered to contribute their ideas and insights. After all, great ideas can come from anywhere, and by embracing a product mindset, we tap into a much larger pool of ideas.

Becoming Product led, is a journey…

In the early stages of a startup, effective communication between the "non-product" and "product" teams can be a real challenge. It's like they speak different languages and struggle to understand each other. Let me give you an example: Business folks may find it difficult to wrap their heads around PRDs (Product Requirement Documents) and the intricacies of the product development cycle. On the other hand, product teams may not fully grasp how their work directly impacts the profit and loss (P&L) of the company. It's a classic case of misalignment.

That's where the founder steps in as a coach and, dare I say, a translator. They play a crucial role in bridging the gap between these teams. By facilitating cross-functional product working sessions in the early days, the founder can bring everyone together, fostering collaboration and transparency.

These working sessions are like a melting pot of ideas and perspectives. They make the entire product cycle a team effort, where everyone has a voice. Prioritization becomes more transparent, as discussions revolve around the most valuable features and functionalities.

This is when - Customer problem, the solution and the product become synchronous.

The magic of org-wide product thinking…

As time goes on, something magical starts to happen. The teams begin to function in a boundaryless fashion, seamlessly working together without the need for a "translator." The communication barriers break down, and everyone gains a deeper understanding of how their work intertwines and contributes to the overall success of the company.

This is just the beginning of the magic. As the start-up evolves and grows, this collaborative mindset becomes ingrained in the culture. It becomes second nature for team members to think holistically, considering both the product and the business aspects in their decision-making.

So, don't fret about the initial challenges of communication between non-product and product teams. With the founder's guidance and the power of cross-functional working sessions, the language barriers start to crumble, and the teams unite to create something truly extraordinary.

Food for thought…

As a business user, have you ever witnessed products being built in your organization that left you scratching your head, wondering, "Why are we doing this?" It's not uncommon to come across initiatives that seem disconnected from the core goals and customer needs.

And as a product manager, do you find yourself inundated with endless product and feature requests, making you ponder, "Why are we being asked to build this?" Sometimes it feels like everyone has their own ideas and priorities, but not all of them align with the overall product vision or strategy.

With org-wide product thinking - these mistakes are still possible, but a lot less likely!