1 tip & 3 resources per week to improve your Strategy, OKRs, and Discovery practices in less than 5 minutes.
🛠️ I asked 5 CPOs what a Product is. Here‘s what they said. (Part 1)
I asked 5 CPOs what a Product is. Here‘s what they said. (Part 1)Dear Reader, Owning and improving product practices and effective team topologies requires a shared understanding of what you actually mean when you say the word “product.” These domains are not called Product xyz because they are done solely by Product Managers. They are called this way because they are in service of bringing products to life. Products that solve customer problems and create business value. Now, I'm not here to teach you the one definition of what a product is because it’s a tricky one. Even on the first pages of Transformed, Marty Cagan offers a contextual “it depends” answer to the question “What is a product?” I strongly agree that every organization has to identify that on its own. To help you start your journey, I want to share the insights I gathered from asking five CPOs what they think a product is and how to identify it. Francesca Cortesi, CPO at Hemnet Many of us can easily answer when it comes to physical products. A chair is what we use to sit, a book is what we choose to read. The definition comes from experience and intuition. What do experience and intuition have in common in defining a product? They connect directly to the problem it helps us solve, the feeling it evokes, and the context in which it is useful. In both physical and digital worlds, a product is a solution you choose to use because it delivers the experience you are looking for. It’s about value (solving a problem), feelings (preference over the competition), and context (usability and needs). Simon Cross, CPO at Native Instruments People think a product is a thing, a widget you can point at. A physical or digital object that a user chooses to use (or buy) to solve a particular problem. And it is. But I prefer a broader definition. A product is an EXPERIENCE that creates an OUTCOME. If you’re the PM for a checkout experience or a signup flow, you’re not managing a physical widget, you’re managing an experience that enables some outcome (can successfully buy something, successfully signup to something). That lense also helps reframe the “widget” definition. People buy a thing because it helps them with something that creates an outcome. Food product provides nutrition. Clothes keep you warm A synthesiser helps you make music And it’s the experience you have with that thing that creates an outcome. A product is an experience that creates an outcome. Stay tuned for part 2, which will feature insights from CPOs who have worked at Tinder, XING, and BBC Maestro. Did you enjoy this one or have feedback? Do reply. It's motivating. I'm not a robot; I read and respond to every subscriber email I get (just ask around). If this newsletter isn't for you anymore, you can unsubscribe here. Thank you for Practicing Product, Tim PS.: I've started a series of polls on LinkedIn to understand the state of Discovery practices. Check out the results and tell me how you do it. New In-Person Workshop Dates AnnouncedI'm excited to bring my beloved in-person workshops back to Berlin in January 2025. You can choose between 1-day workshops on Product Strategy, Product OKRs, or Product Discovery OR get the full 3-day experience for you or your team.
(early bird pricing available) What did you think of this week's newsletter? As a Product Management Coach, I guide Product Teams to measure the progress of their evidence-informed decisions. I identify and share the patterns among better practices to connect the dots of Product Strategy, Product OKRs, and Product Discovery. |
Product Practice Newsletter
1 tip & 3 resources per week to improve your Strategy, OKRs, and Discovery practices in less than 5 minutes.
Product Practice #362 The Progress Wheel: My favorite Structure to Connect the Dots READ ON HERBIG.CO PUBLISHED May 9, 2025 READING TIME 4 min & 48 sec Dear Reader, Real Progress happens when you choose methods because they create value for you in your context, and you can use each domain to improve the others. To make Real Progress, teams need to understand and practice two core ideas: Putting the value of a practice before the selection of a method or framework is crucial to avoid getting...
Product Practice #361 Connecting North Star Metricsto Business Models READ ON HERBIG.CO PUBLISHED May 2, 2025 READING TIME 4 min & 45 sec Dear Reader, In many organizations, there's still a disconnect between product and business metrics. Product teams focus on customer-centric outcomes while business teams chase financial targets, with neither side fully trusting how one drives the other. When done right, a North Star Metric (NSM) can establish a middle ground that brings together both...
Product Practice #360 Why your Product DiscoveryFeels too Theoretical READ ON HERBIG.CO PUBLISHED Apr 25, 2025 READING TIME 4 min & 17 sec Dear Reader, Over the past two weeks, I've explored treating Product Strategy and OKRs like products to avoid Alibi Progress. Today, let's tackle the practice that often gets dismissed as "good in theory, impossible in practice" — Product Discovery. When teams tell me "we don't have time for proper Discovery," they're usually stuck in Alibi Progress —...