Tanusha Goswami’s Post

5 years of being at MiQ and in the industry, I feel like I'm witnessing something special with the launch of TVI. Michael Lampard Chisvo and his team have done an absolutely stellar job in releasing TVI in the UK. A resounding commercial success, (in this economy!? lol) we've received nothing but overwhelmingly positive feedback from our clients. But I don't want to sell the product. What I want to talk about is the long list of things that went right from a strategy perspective that led us to this day. 𝐈𝐧𝐭𝐞𝐫𝐧𝐚𝐥 𝐦𝐢𝐧𝐝𝐬𝐞𝐭 𝐬𝐡𝐢𝐟𝐭 🌻 It is always challenging to bring a product-centric focus to organisations that are operation and service based. Over the years, with countless whiteboarding sessions and successful rapid prototypes - teams have been able to validate the long-term commercial value of products and their growth instead of working on individual client requirements. Consequently, all teams have had to continuously upskill themselves to be able to provide maximum value to our clients with the latest technologies. Even non-technical teams now talk in the language of product (version releases, user personas, feature prioritisation, road-mapping items etc) which is the first in the business! 𝐌𝐨𝐫𝐞 𝐩𝐫𝐨𝐝𝐮𝐜𝐭-𝐟𝐨𝐜𝐮𝐬𝐬𝐞𝐝 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 🎯 Adapting frameworks and working styles from the most successful tech firms, the team (with the help of some very savvy senior management) moved to a more customer-centric way of development, gathering feedback at every stage and testing both practical and commercial feasibility. This made the GTM already quite aligned to MiQ's brand story. 𝐆𝐥𝐨𝐛𝐚𝐥 𝐯𝐬 𝐒𝐭𝐚𝐠𝐠𝐞𝐫𝐞𝐝 𝐑𝐞𝐥𝐞𝐚𝐬𝐞 🌍 Where historically, the company has seen so much delay in various internal products leading to eventual low adoption and market penetration, the global TV product team were able to collaborate with the local product teams and have a simultaneous launch. A product that now reflects MiQs commercial multi-market presence can leverage the unique advantage of the company has. '𝐆𝐥𝐨𝐜𝐚𝐥' 𝐟𝐥𝐚𝐯𝐨𝐮𝐫 🤝 Elaborating on the above, it was often seen that certain releases simply never resonated with certain markets because of local cultures, data maturity and impact of the feature. Strong local product presence was able to supercharge experimentation, testing and validity of features that could then be fed back into more centralised roadmaps ensuring the best possible success of TVI. 𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐑𝐢𝐬𝐤 📈 At the end of the day, any product or vision in a company needs support from its leaders to deliver something truly spectacular for client. It especially requires incredible foresight and fortitude to build something the industry has never seen before and it's been rewarding to finally see it come to fruition. Of course, everything was not always right. Let me know if you want to know how we transformed failure into learning opportunities 👀 #productmanagement