•The Product is Just A Symptom, A Product Management Consultant’s Diary• A casual chat with a friend recently sparked an unexpected insight: many product challenges are actually symptoms of deeper organizational issues. This revelation led me to create a series of articles diving into this very topic. Through real-life stories, we'll explore the hidden roots of product dilemmas and how addressing them can unlock true product potential. Stay tuned for a journey into the core of product management wisdom. ********** **About the ARR That Was Not Showing** In the intricate dance of startup growth, ARR acts as the music that everyone—from investors to team members—wants to keep playing. So, when the music seems to fade, it's a sign that something is amiss. This was exactly the scenario that unfolded when a long-time friend, who also happens to be the CEO and Co-Founder of a budding startup, reached out to me. The concern was as straightforward as it was alarming: their ARR was not showing the growth they had anticipated. This call wasn't just a cry for help; it was a plea for a deep dive into the unseen, into the very fabric of their operations. The company, bursting at the seams with potential, seemed to be hitting a wall, and neither the CEO nor his team could pinpoint why. My task was clear: to unearth the root cause of this stagnation and chart a course for revival. The investigation was thorough, leaving no stone unturned, no process unexamined. The breakthrough came when I noticed a significant, yet overlooked, detail: the co-founders' approach to leadership—or, more precisely, their lack thereof. In their quest to empower their Product Manager, they had taken a step back, so far back that they were essentially out of the picture. This "giving him space" philosophy had led to a situation where the PM was navigating the ship alone, detached from the daily challenges and intricacies that define a startup's journey. The solution wasn't to swing the pendulum entirely in the opposite direction but to foster a more engaged and collaborative leadership style. The co-founders needed to roll up their sleeves and dive back into the day-to-day operations, not to micromanage but to understand, support, and guide. This renewed involvement led to a pivotal decision: the pricing model needed a revamp. It wasn't just about adjusting numbers or offering discounts; it was about aligning the product's value proposition with the market's expectations and realities. This decision, seemingly simple yet profoundly impactful, was the result of a more connected and engaged leadership team. The story of this startup serves as a testament to the fact that sometimes, the path to growth is not through radical changes in product or marketing strategies, but in the way leadership engages with the team and the product. It reminds us that at the heart of every product challenge lies a deeper issue, often rooted in the dynamics of the team and its leaders. #arr #pmf
Orit Levy
6mo
Interesting! Waiting for the next chapters 🤩
Senior product manager at Sightful
6moLove this Chen! Looking forward to the next stories in the series