Have you ever wondered why established companies suddenly announce projects around trending buzzwords like blockchain, metaverse, IoT, or AI? Often, these aren’t driven by genuine innovation but by what I call “market insurance initiatives”—reactive moves to hedge against being left behind in a trend. These initiatives are fueled by statements like: *
Every once in a while, a new-age startup disrupts the established giants even though the giant has great management talent. Why does this happen? Often, it’s the “Innovator’s Dilemma” at play. Here’s what trips incumbents: 1. They don’t invest in products outside what core customers want. 2. They shy away from areas
A typical scenario that plays out when disseminating Product vision within the company: Product leader unveils the vision in a town hall or a large gathering of employees. He/she shares compelling stories and memorable sound bites. The leader gets applauded A few weeks later, while conversing with a few employees, he/she realizes
A story on the importance of business strategy towards constructing product vision and strategy. Jeff joined Webaan, an early-stage startup from an MNC, to lead Webaan’s product agenda. Webaan was a B2B SaaS startup focused on web analytics. Since this was a big role transition, he decided to approach this with an
Looking into multiple vision statements, I realize that there are only two broad possibilities (and a combination of these two) to define your product vision. One is Customer value/experience (what the product delivers) and the other is the platform (what the product becomes). In detail: Customer Value/Experience: Your vision is expressed directly
This is the first post on ‘Product vision’ under the Product Leadership series. Product Leaders & PMs write product vision statements for a variety of reasons – to inspire teams, to provide a sense of direction, and to ease decision-making at all levels. But what does a product vision mean for a
