1 tip & 3 resources per week to improve your Strategy, OKRs, and Discovery practices in less than 5 minutes. Explore my new book on realprogressbook.com
🛠️ 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. Explore my new book on realprogressbook.com
Product Practice #407 Your Goal Depends on Another Team — Now What? PUBLISHED May 7, 2026 READ ON HERBIG.CO Dear Reader, Your Key Result says to "Improve Conversion Rate by 7%," but you only control on-site search. You want to drive customer retention, but the marketing team is focused on new acquisition. Most teams respond in one of two ways: they water down the goal until it fits their scope (and lose the ambition), or they keep the big goal and quietly accept they can't move it. Both lead...
Product Practice #406 Why your Company's POV on OKRs matters more than Processes PUBLISHED Apr 30, 2026 READ ON HERBIG.CO Dear Reader, Before I talk with companies about OKR cadences, templates, or tools, I ask them: "What do you expect to change by using OKRs?" The answers take a bit of time. Not because they don't exist, but because OKRs have been treated as a solution without a problem to solve. OKRs haven't been treated as a product, but as a process without purpose. They've chosen a...
Product Practice #405 How to treat Prototypes as Decision-Making Tools PUBLISHED Apr 23, 2026 READ ON HERBIG.CO From Strategy Choice to Planned Experiments in One Workshop In my upcoming live remote workshop From Strategy to Discovery, I take you from sharpening your Product Strategy, to defining leading indicators for measuring progress, all the way to prioritized assumptions you need to derisk end-to-end. Three 4h Live Sessions - Lifetime Material and Recording Access - Real Results Join...