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Building Positioning for Different Customer Segments
One thing I’ve learned about positioning is that the same product can mean very different things to different customers. A product may help one customer save time, another reduce risk, and another improve collaboration. The underlying product hasn’t changed. What has changed is the problem the customer cares about. That is why strong positioning often…
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Asking Better Questions During User Research
One of the biggest mistakes I’ve made in user research is thinking that asking more questions would automatically lead to better insights. It doesn’t. A 60-minute interview can produce very little useful information if the questions are too broad, leading, or focused on hypothetical situations. Good research isn’t just about getting customers to talk. It’s…
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From Insights to Product Strategy
Product teams rarely struggle to find information. We have customer interviews, product analytics, support tickets, market research, sales feedback, competitive analysis, and experiment results. The harder part is turning all of that information into a clear product strategy. An insight isn’t valuable simply because it is interesting. It becomes valuable when it changes how you…
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Opportunity Solution Trees Explained
One challenge I’ve seen in product teams is that the path from a business goal to a product decision can become surprisingly messy. Leadership sets an outcome. Customers raise problems. Stakeholders suggest features. Someone has an idea in a meeting. Before long, the roadmap becomes a collection of solutions without a clear connection to the…
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Design Thinking in Product Discovery
One lesson I’ve learned in product management is that good ideas aren’t necessarily good opportunities. A customer might ask for a feature. A stakeholder might have a strong opinion. Product data might show an obvious drop-off. All of these are useful signals. But before deciding what to build, we need to understand the problem behind…