Which ocean are you in? The strategy cheat sheet
As an unapologetic strategy geek, I keep trying to make sense of all the strategic mumbo jumbo out there. (Inspired by one of the greatest reads on this topic), a great way to distill complex strategic frameworks into simpler concepts is to categorise strategy into three buckets: Red Ocean, Blue Ocean, and No Ocean.
Here’s a brief overview of each, along with classic examples of success and failure.
Red Ocean Strategy: Competing in existing markets and beating the competition to gain a larger share of existing demand. However, the waters can be bloody with fierce competition. But despite fierce competition in the candy industry, Mars has thrived with iconic brands like M&M’s, Snickers, and Twix, However, Pepsi has spent billions over the years trying to outdo Coca-Cola and have only managed to grab a small share!
Blue Ocean Strategy: Creating new markets and making the competition irrelevant using innovation to find untapped market space! Cirque du Soleil, which reinvented the circus by combining it with theater and dramatically increasing its appeal. At the same time, Segway, which tried to create a new market but failed to gain widespread adoption and was eventually outpaced by more practical alternatives.
No Ocean Strategy: Representing the highest level of differentiation, this strategy involves creating entirely new categories and reshaping market boundaries. Advocated by the concept of category design or "category pirates," it’s about defining and dominating new spaces. Tesla is a classic example, which not only revolutionized the electric vehicle market but also created a new category of high-performance, luxury electric cars. But then we have the Google Glass, which aimed to pioneer the smart glasses category but failed to capture the market due to privacy concerns and lack of consumer readiness.
So while experts advocate for more and more differentiation, let’s be real. No strategy is foolproof. There are legends and flops in every category. The trick is figuring out which ocean—or lack thereof—suits your venture best :)
As an unapologetic strategy geek, I keep trying to make sense of all the strategic mumbo jumbo out there. (Inspired by one of the greatest reads on this topic), a great way to distill complex strategic frameworks into simpler concepts is to categorise strategy into three buckets: Red Ocean, Blue Ocean, and No Ocean.
Here’s a brief overview of each, along with classic examples of success and failure.
Red Ocean Strategy: Competing in existing markets and beating the competition to gain a larger share of existing demand. However, the waters can be bloody with fierce competition. But despite fierce competition in the candy industry, Mars has thrived with iconic brands like M&M’s, Snickers, and Twix, However, Pepsi has spent billions over the years trying to outdo Coca-Cola and have only managed to grab a small share!
Blue Ocean Strategy: Creating new markets and making the competition irrelevant using innovation to find untapped market space! Cirque du Soleil, which reinvented the circus by combining it with theater and dramatically increasing its appeal. At the same time, Segway, which tried to create a new market but failed to gain widespread adoption and was eventually outpaced by more practical alternatives.
No Ocean Strategy: Representing the highest level of differentiation, this strategy involves creating entirely new categories and reshaping market boundaries. Advocated by the concept of category design or "category pirates," it’s about defining and dominating new spaces. Tesla is a classic example, which not only revolutionized the electric vehicle market but also created a new category of high-performance, luxury electric cars. But then we have the Google Glass, which aimed to pioneer the smart glasses category but failed to capture the market due to privacy concerns and lack of consumer readiness.
So while experts advocate for more and more differentiation, let’s be real. No strategy is foolproof. There are legends and flops in every category. The trick is figuring out which ocean—or lack thereof—suits your venture best :)
Why Product Management steals Design’s thunder :(
Despite design being a much older discipline, we usually find product management getting the spotlight in terms of resources and impact (Notwithstanding Brian Chesky’s thoughts on PMs and his reorganisation of AirBnb that went viral put some heat on PMs)
(As I have often said publicly) This has been big pet peeve of mine and having worked on both sides—leading both product and design teams in the past, as well as focusing just on design currently —I’ve got some theories of my own on why this happens :)
1. Founders’ Backgrounds Matter:
Apart from some exceptions like Apple, Airbnb, Pinterest, and Stripe, where founders were designers or had a strong design influence, most non-tech founders come from a product or business background. They naturally get product management better because it’s closer to their own experience and expertise.
2. Communication Skills:
PMs, armed with MBA degrees and broader exposure, tend to be more polished in their communication and skilled in delivering compelling narratives. Designers, on the other hand, can be more reclusive or less savvy in presenting their ideas, which means PMs often get more noticed and valued around the company
3. Clearer Metrics for PMs:
Even if product managers aren’t always driving massive strategic wins (This will be a rant post all by itself) , they’ve still got clear OKRs around "shipping features”. This makes it easier to see and measure their impact, unlike design, which often struggles to put numbers on its value.
It’s unfortunate that designers on founding teams are as rare as hen’s teeth, and it’s even rarer to see a strong design leader who can weave a culture of craft, care, and delight into the company’s DNA on Day 1. Without that foundational presence, design often takes a backseat, playing a supporting role and making it really challenging for folks who come in late to build advocacy for the value of design by showing tangible results.
Despite design being a much older discipline, we usually find product management getting the spotlight in terms of resources and impact (Notwithstanding Brian Chesky’s thoughts on PMs and his reorganisation of AirBnb that went viral put some heat on PMs)
(As I have often said publicly) This has been big pet peeve of mine and having worked on both sides—leading both product and design teams in the past, as well as focusing just on design currently —I’ve got some theories of my own on why this happens :)
1. Founders’ Backgrounds Matter:
Apart from some exceptions like Apple, Airbnb, Pinterest, and Stripe, where founders were designers or had a strong design influence, most non-tech founders come from a product or business background. They naturally get product management better because it’s closer to their own experience and expertise.
2. Communication Skills:
PMs, armed with MBA degrees and broader exposure, tend to be more polished in their communication and skilled in delivering compelling narratives. Designers, on the other hand, can be more reclusive or less savvy in presenting their ideas, which means PMs often get more noticed and valued around the company
3. Clearer Metrics for PMs:
Even if product managers aren’t always driving massive strategic wins (This will be a rant post all by itself) , they’ve still got clear OKRs around "shipping features”. This makes it easier to see and measure their impact, unlike design, which often struggles to put numbers on its value.
It’s unfortunate that designers on founding teams are as rare as hen’s teeth, and it’s even rarer to see a strong design leader who can weave a culture of craft, care, and delight into the company’s DNA on Day 1. Without that foundational presence, design often takes a backseat, playing a supporting role and making it really challenging for folks who come in late to build advocacy for the value of design by showing tangible results.
Micro-management done right!
I recently spent an intense couple of hours with our senior-most executive, meticulously going over every detail of a presentation for one of our most significant product launches in recent times. This experience busted a few myths towards a crucial point often misunderstood in the corporate world :)
I am referring to "micromanagement" which, let's face it, gets a bad rap! Its stereotype suggests a lack of trust, stifling creativity, and overbearing oversight.
However, what I experienced was quite the opposite. Our deep dive into the presentation was hardly about control—it was about caring and pushing ourselves to achieve perfection on what’s obviously invaluable to the company.
I personally relate to this approach deeply. My colleagues are often surprised to see just how hands-on I choose to be with our team’s work. Yes, I stay connected and review as many projects as I can. On top of that, I’m (almost) always working on something myself because IMO mastering our craft is the bedrock of everything!
It’s simple. Call it what you may, by staying engaged, I lead better (Well I hope so anyway. I often remind my team that I would rather err on the side of being more hands-on than hands-off and they should feel free to tap me if they feel I’m crossing the line :)
I recently spent an intense couple of hours with our senior-most executive, meticulously going over every detail of a presentation for one of our most significant product launches in recent times. This experience busted a few myths towards a crucial point often misunderstood in the corporate world :)
I am referring to "micromanagement" which, let's face it, gets a bad rap! Its stereotype suggests a lack of trust, stifling creativity, and overbearing oversight.
However, what I experienced was quite the opposite. Our deep dive into the presentation was hardly about control—it was about caring and pushing ourselves to achieve perfection on what’s obviously invaluable to the company.
I personally relate to this approach deeply. My colleagues are often surprised to see just how hands-on I choose to be with our team’s work. Yes, I stay connected and review as many projects as I can. On top of that, I’m (almost) always working on something myself because IMO mastering our craft is the bedrock of everything!
It’s simple. Call it what you may, by staying engaged, I lead better (Well I hope so anyway. I often remind my team that I would rather err on the side of being more hands-on than hands-off and they should feel free to tap me if they feel I’m crossing the line :)
Why Duolingo puts design at the top
Three amazing facts about Duolingo: a product universally loved for its design and making learning delightful for millions around the globe!
It’s one of the rare companies to have design part of the C-suite (Chief Design Officer), signalling design to be strategically as important as product, engineering or marketing.
At a whopping 15% of the entire work force (~100 out of ~750), Design is the second biggest department after engineering with everyone from researchers, interaction designers, visual designers, illustrators and animators reporting into one department!
Their first major acquisition was…. wait.... an animation studio as to my knowledge they are the only tech product to consider animation and illustration critical to their product success!
It remains a great case study of what can happen when a company truly cares about design (and put its money where its mouth is :))
Three amazing facts about Duolingo: a product universally loved for its design and making learning delightful for millions around the globe!
It’s one of the rare companies to have design part of the C-suite (Chief Design Officer), signalling design to be strategically as important as product, engineering or marketing.
At a whopping 15% of the entire work force (~100 out of ~750), Design is the second biggest department after engineering with everyone from researchers, interaction designers, visual designers, illustrators and animators reporting into one department!
Their first major acquisition was…. wait.... an animation studio as to my knowledge they are the only tech product to consider animation and illustration critical to their product success!
It remains a great case study of what can happen when a company truly cares about design (and put its money where its mouth is :))
Quality is more than just “It works”
*** Rant Alert *** Why do we in tech have such a superficial definition of "quality" and are primarily focused on whether the feature ‘works’? Why is QA a binary check: ‘works’ vs ‘doesn’t work’!
This myopic view misses the mark on evaluating the quality of the experience users have while operating the software. It’s like saying a car is perfect if it takes you from Point A to Point B , notwithstanding whether it’s a joy or nightmare to drive :)
Quality is NOT just functionality. It’s functionality PLUS performance, ease, beauty and delight.
This is a (yet another :)) pitfall of building software without design. Without a gatekeeper for user experience quality, you’re left with a product that functions but (often) frustrates.
Our North Star is to deliver products that users love, not just
*** Rant Alert *** Why do we in tech have such a superficial definition of "quality" and are primarily focused on whether the feature ‘works’? Why is QA a binary check: ‘works’ vs ‘doesn’t work’!
This myopic view misses the mark on evaluating the quality of the experience users have while operating the software. It’s like saying a car is perfect if it takes you from Point A to Point B , notwithstanding whether it’s a joy or nightmare to drive :)
Quality is NOT just functionality. It’s functionality PLUS performance, ease, beauty and delight.
This is a (yet another :)) pitfall of building software without design. Without a gatekeeper for user experience quality, you’re left with a product that functions but (often) frustrates.
Our North Star is to deliver products that users love, not just tolerate.
Your feedback might be killing creativity (And how to fix it!)
“This is completely wrong!” …. “What were you thinking with this??” …. “This doesn’t make any sense !”
Ever delivered such words during a critique or review? Well, I’m sorry but you’re shutting down creativity :(
I sit through countless critiques and reviews every week. From peers within the team to external stakeholders, from leadership to clients, I observe the full spectrum of feedback styles.
On one end, you have the blunt, unfiltered reactions like above. Such instant negativity can be demoralising, stifling creativity and shutting down open dialogue. The creator often feels disheartened and defensive.
On the other end of the spectrum are those who masterfully “sandwich” their criticism between layers of positive reinforcement by acknowledging what works well at the start, offering constructive criticism in the middle, and concluding with encouraging words.
This approach not only softens the blow but also fosters an environment where designers feel valued and motivated to improve. This is not the same as “sugarcoating”; instead it's about being strategic in how we communicate to keep the creator engaged, inspired, and eager to iterate. ]
I wish folks in power recognize the power our words hold in shaping the creative journey. Next time you're in a review, remember: the way we deliver feedback can make all the difference.
“This is completely wrong!” …. “What were you thinking with this??” …. “This doesn’t make any sense !”
Ever delivered such words during a critique or review? Well, I’m sorry but you’re shutting down creativity :(
I sit through countless critiques and reviews every week. From peers within the team to external stakeholders, from leadership to clients, I observe the full spectrum of feedback styles.
On one end, you have the blunt, unfiltered reactions like above. Such instant negativity can be demoralising, stifling creativity and shutting down open dialogue. The creator often feels disheartened and defensive.
On the other end of the spectrum are those who masterfully “sandwich” their criticism between layers of positive reinforcement by acknowledging what works well at the start, offering constructive criticism in the middle, and concluding with encouraging words.
This approach not only softens the blow but also fosters an environment where designers feel valued and motivated to improve. This is not the same as “sugarcoating”; instead it's about being strategic in how we communicate to keep the creator engaged, inspired, and eager to iterate. ]
I wish folks in power recognize the power our words hold in shaping the creative journey. Next time you're in a review, remember: the way we deliver feedback can make all the difference.
Assessing the beauty standards with the great Sagmesiter!
“The worst thing you can say about beauty is that it is in the eye of the beholder.”
Said Stefan Sagmeister, the renowned graphic designer & typographer.
Instead, Sagmeister explained (and designers have always known), we actually have fairly universal ideas of what is, and what isn’t beautiful, which, he argues, can be assessed by clear criteria such as symmetry, proportion, harmony and balance.
To land his point during his talks all around the world, Sagmeister often presents two identical Mondrian paintings: one original and the other counterfeit. According to him, about 85 percent of the respondents always pass the test, proving those without an artistic background still recognize the aesthetic qualities of compositions :) One just feels like the right composition, one does not!
In the end it is not a distinction between simplicity and complexity, or between two styles. The question is if something is done sloppily or with a great love and care :)
“The worst thing you can say about beauty is that it is in the eye of the beholder.”
Said Stefan Sagmeister, the renowned graphic designer & typographer.
Instead, Sagmeister explained (and designers have always known), we actually have fairly universal ideas of what is, and what isn’t beautiful, which, he argues, can be assessed by clear criteria such as symmetry, proportion, harmony and balance.
To land his point during his talks all around the world, Sagmeister often presents two identical Mondrian paintings: one original and the other counterfeit. According to him, about 85 percent of the respondents always pass the test, proving those without an artistic background still recognize the aesthetic qualities of compositions :) One just feels like the right composition, one does not!
In the end it is not a distinction between simplicity and complexity, or between two styles. The question is if something is done sloppily or with a great love and care :)
Hiring bigger than ourselves :)
After a brief hiatus, I am thrilled to be recruiting again!! As we re-engage with this process, I find myself reflecting on a core principle inspired by the great adman David Ogilvy: “Hiring bigger than yourself”
Recruitment is not just about filling positions; it's about unlocking value. Each new addition to the team should bring something unique, something exceptional to the table. They should possess a skill, a perspective, or a passion that elevates our collective capabilities.
Of course, this approach isn't always easy.
On one hand, it means waiting patiently until you find someone incredible that’s a mutual fit. And when you do being unafraid to surround yourself with individuals who will outshine you in certain areas.
If you believe you (or someone you know) can unlock that value for us in user research, interaction design or visual design discipline, I can't wait to hear from you :)
After a brief hiatus, I am thrilled to be recruiting again!! As we re-engage with this process, I find myself reflecting on a core principle inspired by the great adman David Ogilvy: “Hiring bigger than yourself”
Recruitment is not just about filling positions; it's about unlocking value. Each new addition to the team should bring something unique, something exceptional to the table. They should possess a skill, a perspective, or a passion that elevates our collective capabilities.
Of course, this approach isn't always easy.
On one hand, it means waiting patiently until you find someone incredible that’s a mutual fit. And when you do being unafraid to surround yourself with individuals who will outshine you in certain areas.
If you believe you (or someone you know) can unlock that value for us in user research, interaction design or visual design discipline, I can't wait to hear from you :)
The business value of polished products
“Let’s polish this up!”
:)
POLISH: A word often thrown out in conversations about design, sadly just before the product goes out of the door.
But polish can’t be an afterthought! It must be at the core of our teams, a commitment to excellence, and to “care” from the beginning. The highest degrees of craft and quality are in the spaces we can’t see. That unseen effort to perfect every hidden aspect is what elevates products from good to great!
Sadly, no OKRs or performance incentives can convince someone to care about quality in this context of craft and polish. Most companies talk about deadlines and other incentives, but never: “Is the experience great?” or “Are we meeting the quality bar?” What we need, are people who care inherently. Sadly, they are a (massively) rare commodity.
Why is that? Because polish as a notion of quality is rarely quantifiable. Sure you could track its impact on revenue and engagement at times, but often it’s just a matter of whether someone loves it.
Are users saying they bought our product because they found the experience so good? Do you get such messages from your users?
“Hey, I really loved the way you built this!”
//
What the video on why well-crafted products are expressions of care and dedication—featuring design and product leaders of 3 organisations who value design, experience and polish in everything they do: Stripe, Figma and Linear.
https://stripe.com/in/sessions/2024/craft-and-beauty-the-business-value-of-form-in-function
//
“Let’s polish this up!”
:)
POLISH: A word often thrown out in conversations about design, sadly just before the product goes out of the door.
But polish can’t be an afterthought! It must be at the core of our teams, a commitment to excellence, and to “care” from the beginning. The highest degrees of craft and quality are in the spaces we can’t see. That unseen effort to perfect every hidden aspect is what elevates products from good to great!
Sadly, no OKRs or performance incentives can convince someone to care about quality in this context of craft and polish. Most companies talk about deadlines and other incentives, but never: “Is the experience great?” or “Are we meeting the quality bar?” What we need, are people who care inherently. Sadly, they are a (massively) rare commodity.
Why is that? Because polish as a notion of quality is rarely quantifiable. Sure you could track its impact on revenue and engagement at times, but often it’s just a matter of whether someone loves it.
Are users saying they bought our product because they found the experience so good? Do you get such messages from your users?
“Hey, I really loved the way you built this!”
//
What the video on why well-crafted products are expressions of care and dedication—featuring design and product leaders of 3 organisations who value design, experience and polish in everything they do: Stripe, Figma and Linear.
https://stripe.com/in/sessions/2024/craft-and-beauty-the-business-value-of-form-in-function
//
Strategy dilemmas: Skepticism, Speed or Vision
Feeling the heat from nimble competitors or game-changing innovations that could shake up your industry? As a design or product leader, when it comes to crafting a winning strategy, we’ve got three paths to consider:
Stay Skeptical:
Easy-peasy, right? Just brush off all the buzz as hype, stick to what you know, and make small tweaks here and there. Basically, wait until you realise the competitors have overtaken you, and then you play catch up :)
Move fast and act quickly:
Love the rush of a roller coaster? Jump into action mode, throwing in quick fixes left, right and centre! But you realise pretty soon that being the first is overhyped and competitors who did the harder strategy and intentional planning overtake you.
Craft a vision and plan meticulously:
This is the least exciting option of all. It involves taking the time out from endless meetings to craft a bold vision for the future, socialise it with peers, build consensus with leadership and chart what would it take to bring that vision to fruition.
So, which path speaks to you?
Feeling the heat from nimble competitors or game-changing innovations that could shake up your industry? As a design or product leader, when it comes to crafting a winning strategy, we’ve got three paths to consider:
Stay Skeptical:
Easy-peasy, right? Just brush off all the buzz as hype, stick to what you know, and make small tweaks here and there. Basically, wait until you realise the competitors have overtaken you, and then you play catch up :)
Move fast and act quickly:
Love the rush of a roller coaster? Jump into action mode, throwing in quick fixes left, right and centre! But you realise pretty soon that being the first is overhyped and competitors who did the harder strategy and intentional planning overtake you.
Craft a vision and plan meticulously:
This is the least exciting option of all. It involves taking the time out from endless meetings to craft a bold vision for the future, socialise it with peers, build consensus with leadership and chart what would it take to bring that vision to fruition.
So, which path speaks to you?
Insights from my teenagers on harnessing a growth mindset
“Maybe, I am not cut out for that level, Papa :( - confided my teenaged son in a rare moment of emotional conversation between us :( (otherwise accustomed to discussing cricket, technology and entrepreneurship)
So, he’s been grinding for the upcoming JEE (for the uninformed, arguably one of the toughest exams to crack globally), and has been stuck around the 95% percentile in his coaching institute’s internal assessments, while the gold standard is a minimum 99%!
“Those who are acing this are just brilliant and in a league of their own”, he said with a hint of resignation, a natural reaction for most when faced with tough challenges despite putting in the efforts.
Now I recently came across the book “Mindset” during our management trainings. It delves into the significance of embracing a growth mindset, drawing insights from various domains such as business, sports, and relationships. The story about Michael Jordan was particularly inspiring and being so tuned to Sport, something my son would relate to the most.
Widely regarded as one of the greatest basketball players of all time, Jordan faced numerous setbacks early in his career and was far from being the natural athlete we all take him for granted. In fact he did not even make it to his high school basketball team!
But Jordan didn't let that deter him. He embraced a relentless work ethic, constantly pushing himself to improve his skills. His determination paid off, eventually leading him to win six NBA championships with the Chicago Bulls and earning numerous MVP awards. After achieving immense success in basketball, Michael Jordan shocked the world by abruptly retiring from the NBA in 1993 to pursue a career in professional baseball. Jordan's stint in baseball, playing in the minor leagues, was not successful and he struggled to perform at the same level of excellence he had displayed in basketball. However, Jordan's competitive spirit never waned. In 1995, Jordan made a comeback to the NBA, rejoining the Chicago Bulls, trained as hard as he had ever done in his life to re-emerge as one of the league's premier players, leading the Bulls to three more NBA championships!
I think there's a lesson here for all of us. It's about having the right mindset—the belief that it's not just about being naturally gifted, with the right work ethic, we can grow, improve, and overcome any obstacle.
I calmed him down and immediately after our call, ordered the book for him to dive deep into this “mindset” thing on his own. I hope this helps him navigate this phase of his life..Thank you Purva Pundit for the recommendation :)
“Maybe, I am not cut out for that level, Papa :( - confided my teenaged son in a rare moment of emotional conversation between us :( (otherwise accustomed to discussing cricket, technology and entrepreneurship)
So, he’s been grinding for the upcoming JEE (for the uninformed, arguably one of the toughest exams to crack globally), and has been stuck around the 95% percentile in his coaching institute’s internal assessments, while the gold standard is a minimum 99%!
“Those who are acing this are just brilliant and in a league of their own”, he said with a hint of resignation, a natural reaction for most when faced with tough challenges despite putting in the efforts.
Now I recently came across the book “Mindset” during our management trainings. It delves into the significance of embracing a growth mindset, drawing insights from various domains such as business, sports, and relationships. The story about Michael Jordan was particularly inspiring and being so tuned to Sport, something my son would relate to the most.
Widely regarded as one of the greatest basketball players of all time, Jordan faced numerous setbacks early in his career and was far from being the natural athlete we all take him for granted. In fact he did not even make it to his high school basketball team!
But Jordan didn't let that deter him. He embraced a relentless work ethic, constantly pushing himself to improve his skills. His determination paid off, eventually leading him to win six NBA championships with the Chicago Bulls and earning numerous MVP awards. After achieving immense success in basketball, Michael Jordan shocked the world by abruptly retiring from the NBA in 1993 to pursue a career in professional baseball. Jordan's stint in baseball, playing in the minor leagues, was not successful and he struggled to perform at the same level of excellence he had displayed in basketball. However, Jordan's competitive spirit never waned. In 1995, Jordan made a comeback to the NBA, rejoining the Chicago Bulls, trained as hard as he had ever done in his life to re-emerge as one of the league's premier players, leading the Bulls to three more NBA championships!
I think there's a lesson here for all of us. It's about having the right mindset—the belief that it's not just about being naturally gifted, with the right work ethic, we can grow, improve, and overcome any obstacle.
I calmed him down and immediately after our call, ordered the book for him to dive deep into this “mindset” thing on his own. I hope this helps him navigate this phase of his life..Thank you Purva Pundit for the recommendation :)
A lesson in aligning perspectives!
This week was a lesson that despite all the years in the trade, I keep making the mistake of assuming that people see and understand the problem spaces as I do.
My mentality is … “Well, this is a huge problem that deserves a completely holistic approach and a very sophisticated set of artefacts to show I am truly on top of this!”
While the leadership’s is … “Let’s fix these most obvious flaws, NOW!”
Am I doing this for the fear of making it sound too simple that doesn’t require my “specialised competency”?
Possibly, but it’s good to be reminded that starting simply with the most obvious might just unlock the most value at the time :)
This week was a lesson that despite all the years in the trade, I keep making the mistake of assuming that people see and understand the problem spaces as I do.
My mentality is … “Well, this is a huge problem that deserves a completely holistic approach and a very sophisticated set of artefacts to show I am truly on top of this!”
While the leadership’s is … “Let’s fix these most obvious flaws, NOW!”
Am I doing this for the fear of making it sound too simple that doesn’t require my “specialised competency”?
Possibly, but it’s good to be reminded that starting simply with the most obvious might just unlock the most value at the time :)
Getting serious about making cool software
Ever picked up a product and immediately felt the quality in your hands? It's like the creators poured their hearts into it, meticulously cared for every detail while showcasing their craft. Conversely, encountering sloppiness in a product is a telltale sign of neglect.
Unfortunately, the software industry sees (much) more of the latter - products that feel rushed, riddled with bugs, and lacking in finesse. With an obsession for growth and scale, teams are churning out features with little attention to detail, that (borderline) work!
Yet here’s the truth, our foremost duty is to deliver excellence. Our products should be fast, intuitive, reliable, meet our users’ needs of our users, and look sharp! Remember, if our customers aren't raving about our creations, we haven't yet achieved greatness!
Having spent over two decades in this field, I can vouch this is easier said than done. We need professionals with the right blend of skills and mindset - those who take their craft seriously, care for the experience and value it as much as(if not more) than deadlines and metrics.
Great products, across industries cultivate fans. They not only just work but wow! And this greatness (that we associate with just a select few across industries) is within reach for anyone willing to prioritize quality and craftsmanship in everything they do.
Let’s raise the bar by delivering products that inspire awe and admiration :)
Ever picked up a product and immediately felt the quality in your hands? It's like the creators poured their hearts into it, meticulously cared for every detail while showcasing their craft. Conversely, encountering sloppiness in a product is a telltale sign of neglect.
Unfortunately, the software industry sees (much) more of the latter - products that feel rushed, riddled with bugs, and lacking in finesse. With an obsession for growth and scale, teams are churning out features with little attention to detail, that (borderline) work!
Yet here’s the truth, our foremost duty is to deliver excellence. Our products should be fast, intuitive, reliable, meet our users’ needs of our users, and look sharp! Remember, if our customers aren't raving about our creations, we haven't yet achieved greatness!
Having spent over two decades in this field, I can vouch this is easier said than done. We need professionals with the right blend of skills and mindset - those who take their craft seriously, care for the experience and value it as much as(if not more) than deadlines and metrics.
Great products, across industries cultivate fans. They not only just work but wow! And this greatness (that we associate with just a select few across industries) is within reach for anyone willing to prioritize quality and craftsmanship in everything they do.
Let’s raise the bar by delivering products that inspire awe and admiration :)
From micro-management to proactive-management
Micro-management is often reported as the worst trait in a boss, (significantly) more than another singular thing.
Stemming from insecurity, lack of trust, or sheer incompetence, most of us have suffered through this at some point in our lives and we know how horrible it is to be micro-managed :(
Therefore, management narratives have been so focussed on doing the opposite: giving freedom, having trust, offering space, or granting freedom to fly!
But many managers end up overcorrecting themselves. We can be so afraid of micro-management that we risk moving into passive territory by simply putting people in position to grow, and then going hands off to give them the “space” to do it.
If that’s what you do, you’re not “managing” enough. At the risk of not micro-managing, you are not even “proactive-managing” to support them for growth, success and recognition!
Stay engaged, throughout, without hovering to take over.
Micro-management is often reported as the worst trait in a boss, (significantly) more than another singular thing.
Stemming from insecurity, lack of trust, or sheer incompetence, most of us have suffered through this at some point in our lives and we know how horrible it is to be micro-managed :(
Therefore, management narratives have been so focussed on doing the opposite: giving freedom, having trust, offering space, or granting freedom to fly!
But many managers end up overcorrecting themselves. We can be so afraid of micro-management that we risk moving into passive territory by simply putting people in position to grow, and then going hands off to give them the “space” to do it.
If that’s what you do, you’re not “managing” enough. At the risk of not micro-managing, you are not even “proactive-managing” to support them for growth, success and recognition!
Stay engaged, throughout, without hovering to take over.
From IC designer to CEO with Karri Sarrinen
Founder CEOs of tech companies who started off as an IC Designer are rarer than unicorns, so whenever someone like @Karri Sarrinen steps on to the scene with a product like Linear that’s getting so much love (watch out Atlassian), you gotta pay attention! That's exactly what I did when I came across his recent podcast with the brilliant @Lenny.
Top 5 takeaways:
Managing a company of 50 with just one PM
Karri delves into why solid design is essential for any product nowadays
Explore their culture of meticulously crafting everything with care and attention
He values intuition over drowning in data analysis, metrics and A/B testing
And their unique hiring process involving a paid gig
So, if you're curious about what makes Linear stand out, give that podcast a listen! You might just glean some insights for your own startup journey
Founder CEOs of tech companies who started off as an IC Designer are rarer than unicorns, so whenever someone like @Karri Sarrinen steps on to the scene with a product like Linear that’s getting so much love (watch out Atlassian), you gotta pay attention! That's exactly what I did when I came across his recent podcast with the brilliant @Lenny.
Top 5 takeaways:
Managing a company of 50 with just one PM
Karri delves into why solid design is essential for any product nowadays
Explore their culture of meticulously crafting everything with care and attention
He values intuition over drowning in data analysis, metrics and A/B testing
And their unique hiring process involving a paid gig
So, if you're curious about what makes Linear stand out, give that podcast a listen! You might just glean some insights for your own startup journey
Crafting a winning highlights reel: lessons from #kingkohli
“My bat does the talking, not me!” - #kingkohli famously gestured to critics after that gritty Perth hundred in 2018.
It's a classic lesson that hits home for us, fans.
“Focus on impact and forget the optics”
Right?
A BIGGG NO!
I used to think that as long as I was getting things done, optics didn't matter. Throughout a decade of tirelessly building multiple startups from their inception, my focus was always on the work itself. However, with time, I've come to understand the significance of not only delivering results but also ensuring that accomplishments are recognized!
So, by blocking out time on my calendar to work on my optics game, whether its crafting killer status updates or communicating with top brass about every win, I’m focused on finding the right way to communicate the value we're bringing to the table.
Because in the career game, it's not just about winning the match; it's also about making sure your highlight reel is worth watching :)
#viratkohli #optics #careeradvancement #leadership
“My bat does the talking, not me!” - #kingkohli famously gestured to critics after that gritty Perth hundred in 2018.
It's a classic lesson that hits home for us, fans.
“Focus on impact and forget the optics”
Right?
A BIGGG NO!
I used to think that as long as I was getting things done, optics didn't matter. Throughout a decade of tirelessly building multiple startups from their inception, my focus was always on the work itself. However, with time, I've come to understand the significance of not only delivering results but also ensuring that accomplishments are recognized!
So, by blocking out time on my calendar to work on my optics game, whether its crafting killer status updates or communicating with top brass about every win, I’m focused on finding the right way to communicate the value we're bringing to the table.
Because in the career game, it's not just about winning the match; it's also about making sure your highlight reel is worth watching :)
#viratkohli #optics #careeradvancement #leadership
Engineers lead but designers must remain pioneers in the Gen-AI era
In today’s Gen-AI era, designers (seem to) have taken a back seat with engineers taking the lead on building next gen AI “experiences” that will redefine how users interact with our products.
But it’s important to recognise that AI is merely a lever to deliver more value to users, and engineers still need our collaboration in figuring out which levers to pull to reinvent their UX for AI, not just tack it on as an afterthought.
As we navigate this new paradigm, it’s clear that the role of the designer will also undergo (significant) evolution. Instead of designing along linear pathways with predictable outcomes and standard patterns, we must understand these models deeply, explore their boundless potential, and pioneer the rules for successful interactions..
Let’s face it: no one’s going to sit around waiting for designers to become valuable in the AI “arms race” we are in, resulting in a frenzied scramble for “proof of concepts” with questionable value.
In today’s Gen-AI era, designers (seem to) have taken a back seat with engineers taking the lead on building next gen AI “experiences” that will redefine how users interact with our products.
But it’s important to recognise that AI is merely a lever to deliver more value to users, and engineers still need our collaboration in figuring out which levers to pull to reinvent their UX for AI, not just tack it on as an afterthought.
As we navigate this new paradigm, it’s clear that the role of the designer will also undergo (significant) evolution. Instead of designing along linear pathways with predictable outcomes and standard patterns, we must understand these models deeply, explore their boundless potential, and pioneer the rules for successful interactions..
Let’s face it: no one’s going to sit around waiting for designers to become valuable in the AI “arms race” we are in, resulting in a frenzied scramble for “proof of concepts” with questionable value.
Be relevant and revolutionary at the same time
Breaking News: Our incredible software now offers the awe-inspiring sum total of every feature found in our competing platforms!
Wait, hold the applause!
Filling feature gaps is considered the holy grail of product development and gives product teams a (temporary) sense of accomplishment when they unblock a key account sales has cracked after pursuing it for months!
However, this pursuit quickly spirals into a perpetual race! Just when we catch up with one thing, bam! Another big account shows up :)
And if we're too caught up in this race, guess what? We risk ending up with a product that feels about as current as a flip phone!
However, we entered the industry to be pioneers who.…
- Don't just keep up with the competition, but leave them in the dust.
- Don’t just meet the standards, but set it.
- Don’t merely respond to customer requests, but build what they didn’t even know they needed!
Lets strive for a harmonious blend, so our offerings remain relevant and revolutionary at the same time :)
Breaking News: Our incredible software now offers the awe-inspiring sum total of every feature found in our competing platforms!
Wait, hold the applause!
Filling feature gaps is considered the holy grail of product development and gives product teams a (temporary) sense of accomplishment when they unblock a key account sales has cracked after pursuing it for months!
However, this pursuit quickly spirals into a perpetual race! Just when we catch up with one thing, bam! Another big account shows up :)
And if we're too caught up in this race, guess what? We risk ending up with a product that feels about as current as a flip phone!
However, we entered the industry to be pioneers who.…
Don't just keep up with the competition, but leave them in the dust.
Don’t just meet the standards, but set it.
Don’t merely respond to customer requests, but build what they didn’t even know they needed!
Lets strive for a harmonious blend, so our offerings remain relevant and revolutionary at the same time :)
Stop obsessing about that ‘seat at the table’
Having both been at and away from the proverbial “table” many times throughout my (long) career, here's my advice for new managers struggling to make their mark
“If they don’t give you a seat at the table …” do one of these 2 things
#1
“Bring a folding chair!”
Yes, seek inspiration from these words of Shirley Chisholm, the first Black woman elected to the US Congress who undoubtedly faced her share of marginalization …
Meaning, take matters in your hand, don’t wait for opportunities to fall in your lap and pro-actively be your biggest self-advocate
#2
Find a mentor who already has a seat at the table. Having someone in your corner can make all the difference. That way, you can focus on delivering value where it counts, engage with your team and users, and pour all your passion into work.
Regardless of your situation remember one thing though, it's not just about being at the table; it's about making an impact once you're there :)
Having both been at and away from the proverbial “table” many times throughout my (long) career, here's my advice for new managers struggling to make their mark
“If they don’t give you a seat at the table …” do one of these 2 things
#1
“Bring a folding chair!”
Yes, seek inspiration from these words of Shirley Chisholm, the first Black woman elected to the US Congress who undoubtedly faced her share of marginalization …
Meaning, take matters in your hand, don’t wait for opportunities to fall in your lap and pro-actively be your biggest self-advocate
#2
Find a mentor who already has a seat at the table. Having someone in your corner can make all the difference. That way, you can focus on delivering value where it counts, engage with your team and users, and pour all your passion into work.
Regardless of your situation remember one thing though, it's not just about being at the table; it's about making an impact once you're there :)
How do you make your reports feel?
“People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”
These words best capture my sentiments as I read below the (anonymous) manager reviews from my team for the recently concluded review cycle.
Forgive me if this is coming across as a humble brag but I just want to use this opportunity to reinforce that leadership truly comes down to how someone was made to feel:
listened to or ignored,
included or left out,
big instead of small.
Because the feelings you elicit in others last—rather linger—surprisingly loooooong!
“People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”
These words best capture my sentiments as I read below the (anonymous) manager reviews from my team for the recently concluded review cycle.
Forgive me if this is coming across as a humble brag but I just want to use this opportunity to reinforce that leadership truly comes down to how someone was made to feel:
listened to or ignored,
included or left out,
big instead of small.
Because the feelings you elicit in others last—rather linger—surprisingly loooooong!