William Gill

In the early days of launching a new product, it’s useful to think about your market in terms of “pockets of demand”.

A pocket of demand is of course another way of saying “target market”. It is essentially identifying a group, or niche, of potential customers who share a common problem that you can solve extremely well: people for whom your product is the greatest thing in the world.

The advantage of thinking in terms of a “pocket of demand” is that it encourages you to focus on that pocket, that core market, even when this is potentially to the detriment of the broader market.

But why is this a good thing? Because when you are trying to nail product market fit, thinking too much about the broader and adjacent markets can often lead to a tendency to want to solve too many problems at once. No market is completely homogenous, and you might start making too many compromises instead of focussing on what’s truly important for your core target market.

Knowing your pocket of demand can also help you optimise your go-to-market strategy to find exactly these customers, which can help lower your customer acquisition cost.

In Peter Thiel’s book Zero to One

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, Thiel talks about the early days of Paypal. Their first target segment – their initial pocket of demand – was Ebay “PowerSellers”. From the book:

“We set our sights on eBay auctions, where we found our first success. In late 1999, eBay had a few thousand “PowerSellers”, and after only three months of dedicated effort, we were serving 25% of them. It was much easier to reach a few thousand people who really needed our product than to try to compete for the attention of millions of scattered individuals.”

They zeroed in on the needs of that niche

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, and solved their problem – safe, cheap and fast online money transfers – and only after they had nailed that did they expand the value proposition to include broader slices of the market.

When it comes to growing your customer segment, you have two choices:

1. Try to expand the penetration of your product within the pocket of demand you’ve identified, or
2. Expand the offer to adjacent pockets of demand.

When Amazon started out, Jeff Bezos had a vision: to build the “Everything Store” – an online store far bigger, stocking more items, than any physical retail store ever could. But the first years of the company focused on a specific pocket of demand: readers. They spent a couple of years expanding their selection of books before expanding into other retail categories.

What is the pocket of demand that you are addressing?

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The iPad Pro is a capable machine for getting all kinds of “real work” done while on the go.

After much deliberation, I bought myself a new iPad Pro 9.7″ about four weeks ago, and since then I’ve been running an experiment to see if I could use my iPad for “real work”. Inspired somewhat by Steven Sinofsky’s treatise on why his iPad Pro has stickers, I wanted to see if I could leave my MacBook at my desk all the time, and only take my iPad with me when I’m on the move (in meetings, working remotely, etc).

My MacBook has been chained to my desk for three weeks now, and since then I’ve written blog posts (like this one), worked on spreadsheets, taken handwritten notes, read and responded to email, set up meetings and managed my calendar, presented with slides at meetings and taken notes, joined video conferences, made drawings, including a few lessons from a “learn to draw” course, surfed the web, read and marked up eBooks, written Python code, played games, watched Netflix, Amazon Prime Video and the European Championship, booked flights, ordered groceries, bought clothes on Zalando and bought other stuff on Amazon: all from my iPad. It is truly the most versatile computing device I have ever used.

The iPad is a capable machine for doing “Real Work” on the go.

In many ways, all of the things you wanted to do with your first iPad, but couldn’t, are now possible. The hardware is faster, lighter and better, for sure, but the biggest improvement is the software, both iOS and third party apps. Thanks to iOS extensions and multi-tasking, apps work together better than they ever did before. Persistent cloud services are baked into everything, so data and preferences are immediately synchronised across all your devices and available everywhere. Microsoft’s Office suite is now thoughtfully designed for iOS and they plug into OneDrive perfectly, and meanwhile Dropbox, which I use for personal files, is integrated into all other apps that I use so I can get files in and out of other apps easily.

I had an iPad 1 when they first came out in 2010, and I bought an iPad Mini Retina a few years ago. Neither of these devices found a way into my regular work routine. Neither was in any way capable of replacing my MacBook for anything other than web browsing, and with an iPhone in my pocket there was little upside to offset the added weight and hassle of carrying the thing around, so I couldn’t find a way to build them into my workflow in a meaningful way. There were too many reasons doing Task X on my MacBook or Task Y on my iPhone was just easier. The iPad 1 was quickly relegated to the coffee table by the couch for occasional web surfing, and nothing else, and my daughter appropriated the iPad Mini as a Netflix device. Now, however, with the iPad Pro I can safely leave my MacBook on my desk for the most part, and use the iPad in all the scenarios when I want to be mobile.

There are plenty of ‘real work’ tasks that I could easily get done on the iPad Pro while away from my desk. Here are some observations:

• Reviewing a document or set of PowerPoint slides by scribbling on it directly with the Pencil is lovely: it’s so much quicker and more intuitive than typing everything with comments: you can quickly highlight stuff
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  , draw arrows to indicate changes, and add quick comments in the margins. But if you want to edit a longer passage, the keyboard is right there when you need it. (One of the guys in my team told me he’s had term papers come back cleaner. ?)

• With a HDMI dongle, presenting with the iPad is easy – and it’s even easier when you’re presenting to a TV with Apple TV/AirPlay.
• No fussy display settings to worry about: mirroring worked first time, every time for me.
• The PowerPoint app does a great job of presenting. You can add mark-up to your slides in real time with the pencil (that are automatically discarded when you close the presentation), and it also has a little ‘laser pointer’ feature, where you can point to something by holding on the slide preview.
• It’s a bit harder to take notes while presenting, though, because the iPad won’t let you have a different app running on the device while presenting, but you can take notes either as annotations directly on the slide, or in the slide ‘notes’ field.
• Excel works just fine, and you can view complicated sheets and update them easily. I must admit I miss my large dual-monitor setup for working with large and complicated sheets, but I was surprised how capable the iPad version of Excel is.
• Long-form typing is easy when you attach a Bluetooth keyboard. I’m using the Bluetooth keyboard from my MacBook, and it works just fine.
• Using the Apple Pencil to take handwritten notes is also great. I used to carry around a slightly larger than A5 Moleskine notebook for taking notes, scribbling drawings, etc, and I would scan in the important ones to Evernote. The iPad and Pencil combination has completely replaced that for me, with my handwritten notes going straight into Evernote, which saves me an extra step of scanning, and saves me carrying around an extra heavy notebook and pens.
• Having all your files in the cloud makes working life on the iPad possible. I always have access to everything I need
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  , without having to think about it.

• I’m using Outlook for email, and the way PowerPoint and Excel are built in make it simple and seamless to open documents, review them, and quickly send back your comments.
• All the apps I use in my normal workflow on the Mac are available and optimised for iPad: Outlook, PowerPoint, Excel, Evernote, Wunderlist, Pocket, Dropbox, OneDrive, Skype, Slack and of course Safari. (Sadly however the Twitter app on Mac is even more crappy than it is on iPhone.) I didn’t have to swap to any new apps or re-learn any behaviour. It’s all there, with all my files, context and history.
• The iPad also works as a great accessory for the MacBook when you’re at your desk. With apps like Duet you can use it as an extended screen, or Astropad can turn it into a Wacom-like tablet. You can quickly scribble down ideas like in a paper notebook and have them appear immediately on your Mac.

The iPad is really versatile – and great for ebooks.

Where I did miss my MacBook:

• My dual-monitor setup. There’s no denying that for some work, like working with big excel sheets, illustrations or presentations, the size of a large monitor, and the accuracy of a mouse matters a lot.
• Split-screen multi-tasking on the iPad is good, but it is definitely not as quick and seamless as on the Mac to work with multiple documents and apps simultaneously. The iPad also lacks completely the ability to view two different documents of the same type next to each other: for example, two PowerPoint documents, two Word documents, etc. It will be great to see Apple open up the multi-tasking to allow single apps to run multiple instances of themselves in different windows.
• In terms of apps, the only apps I absolutely cannot use on my iPad are Photoshop and Illustrator, which I use quite often for designing screen mock-ups or for building visuals for presentations. There are alternatives designed for the iPad, but I haven’t found one that completely convinces me yet.
• Some apps don’t support rich text editing, such as the Outlook app, which is a pain. It’s annoying to always have to send emails in plain text.
• I can’t say that I found using the iPad in “laptop mode” ergonomically superior to using a laptop with a trackpad or mouse. In fact, I found raising my arm and reaching across the keyboard to the screen to touch some screen element with my finger tiring after a while.

You can get an incredible amount of work done on an iPad. If I ever did find myself frustrated that I couldn’t do something on the iPad, most times it turned out that I could do it; I just needed to do it in a different way.

When you spend a few days using the iPad for everything, you come to appreciate how versatile it really is. One minute you’re typing up a report or an email, then you’re reviewing and annotating a document with the Pencil. After that, you might sit back and browse the web, look at your photos, and then open up the Kindle app and continue reading your book – all from the one device. I would argue that no other device has come anywhere this close to being truly one device for everything.

I’m clearly never going to be an artist, but it’s quite impressive what even a layman can achieve drawing on the iPad Pro with the Apple Pencil

Tim Cook likes to say that the iPad is “the clearest expression of vision of the future of personal computing.”
They’re not there yet… But I can clearly imagine a future where personal computing is truly versatile, portable and intimate, and in my view the iPad Pro is the clearest version of that yet.

Steve Jobs famously said at the launch of the iPad that having a touch screen on a laptop would be “ergonomically terrible”.

I’ve met lots of product teams who will tell you: “User Experience is a design thing.” They hire ‘User Experience Designers’ to design the User Experience

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, and generally assume that they alone are responsible for the overall UX.

I believe that simply assuming the User Experience is a ‘Design Thing’ is a very dangerous mindset, for three very important reasons.

Within a product, the overall User Experience isn’t delivered only through design.

Certainly a big part of the UX is the visual design, the interaction design, the brand design, and so on. But an equal part of UX is the implementation of that design through technology. The danger in assuming that UX is a ‘Design Thing’ is that it quickly leads to people from other disciplines disconnecting from worrying about the User Experience at all. Every technology decision has an impact on the User Experience, which makes every engineer who is making any technology decisions – (which is every engineer) – equally responsible for ensuring a great UX.

Too often I see product tradeoffs being made where teams decide to sacrifice the user experience in favour of saving time, saving cost, avoiding that refactor or simplifying that internal process. These are all terrible reasons to sacrifice the User Experience. Additionally, sometimes the best User Experience improvements come exclusively through technology improvements. For example performance improvements, which can have a huge impact on UX, often come from deep and complicated engineering innovation.

Engineers: The User Experience is your job, too!

User Experience is also about solving the right problems for the user, and solving them with the right priority.

The user will judge the user experience to the extent that it solves their problem. A perfectly executed product that doesn’t solve a problem for the user won’t lead to a great User Experience.

This is where Product Managers should feel in command of the User Experience: in making sure the problems you’re solving are urgent and pervasive within your market segment, and that the solutions you are delivering are differentiated and defensible. Make no mistake: this has the biggest impact on your User Experience – and the resulting product success – than anything else, so it makes sense that you should focus here.

Product Managers: The User Experience is your job, too!

The overall User Experience goes beyond just the app/website/service/widget that you’re building.

When we’re working as Product Managers on digital products, we’re all so concentrated on our app, website, widget or whatever, that it’s easy to lose sight of the fact that your app is just one piece of the whole User Experience.

The overall UX starts the moment the user first hears about your product, and goes all the way to support, fulfilment, billing, etc. In other words, the User Experience spans the entire customer lifecycle.

We hire people with titles like ‘User Experience Designer’, but then put them to work designing user flows within single apps or products. To me, there is a difference between Interaction Design and User Experience design.

Interaction Design is concerned with the design of discreet experiences – interactions – within customer experiences. How does the user interact with this feature/product/widget?
User Experience Design takes a holistic view of the entire end-to-end user journey – from their first contact with the product via a marketing message, the app store or even a word-of-mouth recommendation, all the way to customer support, billing, delivery, etc.

But it’s not only the job of the User Experience Designer to think end-to-end. Everybody working on the product should have the entire end-to-end flow in mind, to understand the unique context of each user, why they are there, what problems they have and what they are hoping to achieve.

Marketeers, Support Engineers, PR folks, Delivery technicians, Logistics technicians, etc: The User Experience is your job, too!

Why this matters

Users have more ability to discover and switch to new services than ever before. Traditional lock-in effects like platform dependencies and data ownership are eroding thanks to open platforms and data portability, and there are great alternatives in every product vertical. The thing that keeps people using your product or service is the quality of the user experience, from end to end.

Companies that become great and enjoy great customer loyalty do so by developing a culture of unwavering customer focus. Sure, many companies say they are customer focussed, but actually being customer focussed is more than just a mission statement – it’s a deeply embedded culture that everyone lives and breathes from the CEO down.

A couple of examples:

• Facebook prioritises the customer experience over everything. Facebook understands that their business model depends on gaining more and more users who each spend more and more time using Facebook. Their business is cultivating user attention. Everything else in the business comes second to user engagement.
• Amazon is another company which was founded and grew on the fundamental premise of making the experience great for the customer. When Jeff Bezos launched Amazon.com in the mid 90s

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  , he knew that the key to scaling massive consumer adoption extremely quickly was an unwavering focus on a great customer experience, and he considered the customer the most important thing in the business. He built this customer-first attitude into the company’s DNA from day one, and every innovation they have delivered – from 1-Click ordering, to personal recommendations, to the Kindle eReader to the voice-controlled Echo – has been about making a great customer experience and making it easier to shop and interact with your content.

A few ways to make sure you’re thinking end-to-end about UX

• Do you share a common set of User Personas across all departments, including tech, QA, product, design, marketing, comms and support? Having a common set of personas ensures that everyone has the same user in mind when designing their solutions.
• Does your QA team test the entire acquisition and on-boarding funnel? It’s important, but insufficient, to focus your QA efforts on the app/website/etc. You need test coverage of the whole end-to-end experience. If you don’t QA your marketing or your support functions, you should consider doing so. For example, you can test your support team with the ‘secret shopper’ approach.
• Consider a ‘Stop the line’ policy for the User Experience. It’s a familiar concept to your engineers – certain situations within the build environment, such as test coverage dipping below a certain level, or open bugs exceeding a certain threshold, will trigger a ‘stop the line’ where no new check-ins can occur until the situation is resolved. What if you did the same for User Experience? What if you gave everybody in the product team – from Product Management and Design, to Engineering, QA, Marketing, Comms, Support, etc – the permission to Stop the line? To put a pause on building anything new until the UX issue is resolved? What impact would that have on your customer focus?

Ultimately, the User Experience is the culmination of every touchpoint you have with your customers. This experience can, and should, be designed from end to end. But it’s not just the ‘job’ of Design to get it right.

UX is everybody’s job.

This week their annual developer event Google casually announced a huge new feature coming soon to Android: Instant Apps. Chris Maddern called it their “one more thing” moment. When finally released

, perhaps later this year, it could be the one of the most fundamental changes to the way mobile apps work since the App Store. What it won’t be, however, is an instant solution to the majority of app developer’s main problem: app discovery.

Let’s unpack this a bit.

Android Instant Apps, as they were presented during the keynote, will allow Android native apps to run immediately, without being installed, by essentially lazy-loading the relevant modules to the device at run-time. This will allow users to interact with your app and your content immediately, without needing to go through the hurdle of visiting the app store. Users can then (presumably) install the ‘full’ app if they want to.

It’s easy to see why this is a big deal. The mechanics of installing an app involve a lot of physical and psychological friction: do I really want this app on my phone? Do I trust it? Will I ever use it again? Do I have the time to wait for it to download and install? Do I even have the space for it? (Anyone with a 16GB iPhone can attest to this being a very real and very constant problem). Apps could lose anywhere between 20 to 80% of the traffic that hits their app store page, so anything that helps eliminate this friction will be a huge win for app developers.

Then it gets even more interesting with Android Pay. According to the keynote, Instant Apps will be able to integrate with Android Pay. If we assume this gives the app instant access not just to payment details, but identity and shipping details as well, you could easily imagine purchasing something you just discovered on the web in an Instant App with just a couple of taps.

Ways Instant Apps will help app developers

App linking will be smoother and involve less friction.
Both Android and iOS have allowed native app deep linking for a couple of OS versions now, allowing developers to link into deep content views within other apps. This generally works great if the user has the target app already installed on their device; but if they don’t, the experience isn’t so great: the user is generally redirected either to a mobile-optimised version of the target product, and usually presented with a mobile app upsell ad; or they are directed straight to the app store

, where the user needs to first figure out what kind of app this is, do I care enough about it to install it, etc.

The sloppy app-install experience from app links

Some companies have been trying to improve this process, such as Branch.io who have built tools to allow developers to use ‘deferred deep links’, so that when the user does install the app after tapping a deep link they will be directed straight to the piece of content they were looking for directly after the install. But there is still heaps that can go wrong: the user needs to tap ‘install’, wait for the installation to finish, then open the app… So although deferred deep links help, they are a band-aid on an essentially sloppy user experience.

Instant apps will solve this by skipping the whole store and to-install-or-not-to-install question. Because of this, I expect to see more developers engaging in app linking partnerships and leveraging such partnerships both to monetise their own users and also to grow by seeking partners to send incoming links. The NYC-based startup Button is building an exciting business around facilitating a network of deep-link-based affiliate partnerships, and through their SDK has also tried to solve parts of the app-install problem by bringing more content into the publishing app.

Allowing easy access to rich native experiences from real world locations
Lots of brands and stores have apps already, but they all suffer from the app install friction as described above. It might be really handy to be able to place your McDonalds order in advance from the McDonalds app, but if you’re only going to McDonalds this one time, will you bother downloading the app, signing up, adding your payment details, etc?

Instant Apps would allow businesses like McDonalds to allow customers to place their order, and pay for it, quickly and easily without needing to download anything. The example Google used in their keynote was paying for parking, without needing to install any app, and – more importantly – without even needing to know which app you need. Just ‘point your phone’ at the parking meter and via the NFC connection it can figure out what app you need, lazy-load in the needed module, connect to Android Pay and – boom! You’ve paid for your parking safely and securely. Or perhaps you’re in a new city and you want to buy a ticket for the subway, but you have no idea how the system works in that city (and we’ve all been there). Just point your phone at the ticket machine, and the appropriate experience to book and pay for your ticket pops up right on your phone.

Given the ease of linking into rich experiences that this allows, I could imagine other, non-commerce use cases. Imagine Yelp issues all of its businesses a QR code. Then when you’re sitting in a restaurant and you’ve had a great meal, you could scan the code and go directly into a Yelp-powered experience where you can leave a review – without needing the Yelp app ‘installed’ on your phone. (And if Instant Apps allow users to access users’ identity, you don’t even need to create an account on Yelp either).

Preview an app without installing it
It will be interesting to see if Google build some of the Instant App mechanism into the Play store directly. This could allow you to quickly ‘preview’ an app before you make the decision to install it. Screenshots, descriptions and videos are great – but nothing beats actually using the app. What if you could preview a working version before you install?

Instant App-powered Trial Versions could become the next frontier of App Store Optimisation.

Or what if this enabled free, limited trials of paid apps? Before choosing to drop $9.99 on that newest distraction-free text editor, what if you could trial it? This could also be great for games: like Shareware for the app economy.

Will you even need a mobile-optimised website at all?
If you take all of this to the logical conclusion, you start to wonder if you need a mobile website at all. (Ok, at least an Android-optimised mobile website, for now).

These days plenty of businesses, such as Hotel Tonight, are mobile-only from day one; but for many others the web, and particularly the mobile web, remains an important discovery and conversion channel. For content-based businesses, it’s particularly important to have a mobile website to deal with the “app not installed” dilemma described above: when somebody discovers your content, either through SEO or a link from another service, you want to be able to show the user some content immediately. (Or you risk sending them directly to the app store and hoping they convert to downloading the app).

If Android Instant Apps can provide a real, native experience immediately, without downloading the app, why would you need to have a mobile website at all? You would shift your SEO focus to concentrating on Google/Firebase App Indexing, and shift your conversion funnel to the Instant App experience.

(There’s an interesting internal conflict for Google here. On one hand, Google is inviting developers to prioritise native app experiences – which when followed to the logical conclusion might very well result in less investment in the web. At the same time, Google’s control and monetisation is still heavily dependent on people searching and discovering stuff on with Google Search: one of their rationales to invest in their Accelerated Mobile Pages project.)

Where Instant Apps won’t necessarily help: App Discovery

Instant Apps could make the entire conversion experience for apps much more seamless, making it easier to access, consume and potentially test/trial apps.

But conversion is only half of the app distribution problem: the second half. The first half of the problem is app discovery, and this is where I don’t see Instant Apps helping that much – at least not directly.

Instant Apps will make it smoother to link between apps, and this could hopefully encourage a stronger ecosystem of app user/value exchange. This will help app discovery for sure. But the majority of apps are still discovered in the ‘traditional’ ways: word of mouth, content search, app store ‘browsing’, or performance/digital marketing.

Instant Apps by and large won’t let developers circumvent the traditional app discovery channels. You still need to get your app in front of a user. What it does is dramatically simplifies the conversion process, allowing more users to interact with your app and discover its value – once they have discovered it.

Things for developers to think about

What does Instant Apps mean for you? Some things to think about:

• If you have a content or commerce-based business, start thinking about how to expand your reach through affiliate partnership building. Instant Apps will make consuming your content or service via a referred link in a partner app much easier and this can be a powerful source of acquisition.
• Where else can you include links that could surface deep views of your service without needing an install? In marketing materials? Affiliate programs?
• Start thinking about how to modularise your codebase now. For some apps it will be easy: Google says that some apps should be able to make the necessary changes within a day. But for other apps, depending on the architecture, it will be more complicated. Try signing up for early access to the program in the Android developer portal. But even if you don’t get in, start thinking now about how you will approach modularisation – is there a big architecture refactor you’ll need to invest in?

Growth Product Managers and Growth ‘Hackers’ should learn to code Python: it saves time by automating reporting and analysis, and it will make you a little less dependent on your data science team and a little more confident to go looking through your analytics data yourself.

I run Growth and Monetisation for HERE’s consumer app business. We have an Android and iOS app, a mobile web app and a desktop web product. We are collecting a ton of app usage and attribution analytics, but they are spread out across multiple places: mobile attributions in Adjust, mobile analytics in Amplitude, web analytics in SiteCatalyst, and so on.

The dashboards provided by the analytics tools are great, but I found myself logging into multiple web dashboards every morning, exporting CSV files and importing them into an excel file to get just the view of the data that I wanted. I was spending 30 minutes per day just cutting and moving data around to get the view I wanted, and I decided there must be a way to automate it.

There are a few options when it comes to scripting languages to let you easily pull and manipulate data sets. Your data science team probably uses R, but for Growth PMs a great place to start is Python. Python is a general-purpose interpreted scripting language that is both extremely versatile and easy to learn. It is inherently great at working with data sets, but there are also a ton of additional libraries available designed especially for data science that make fetching and analysing large data sets, like your app analytics, really easy.

Here are a handful of things you can build yourself with a bit of Python scripting knowledge:

• Automate checking your dashboards and compiling data in the way you want to see it.
• Save time manually exporting CSV files from different sources and creating an Excel file to see the data how you want to see it: use python to pull all the data sources automatically and crunch them into the right format.
• Perform basic analysis automatically at regular intervals and email yourself and your team the results.
• Create an automated ‘early warning’ system: if any of your key metrics start changing (going up or down) at a certain rate, create an alert email. This is a script that could run automatically a few times per day to monitor key stats and email you and your team when any key metric starts changing drastically.

Example
As an example, I uploaded one of my basic scripts to GitHub. Take a look here.
This basic script does a couple of things:

• Allows you to specify a couple of frame variables at the top for how you want the data returned: you can specify the period, the channel grouping, and choose between active or new users.
• Pulls app analytics data from Amplitude for an Android and iOS app sequentially.
• Adds two columns to the end, one for the standard deviation and one for the % change between the last two complete periods.
• The script prints out the channels that have gone up or down by more than 2%. (This variable is configurable at the top of the script as well, allowing you to adjust the sensitivity).
• For data that is grouped by Country, it will also print the % change for a list of pre-defined ‘Key Markets’.

This is just one simple example for one particular analysis – but you could write a script to pull and combine data in any way you choose, depending on the analysis you want to perform/automate.
(This post is not intended as a ‘how-to’, but if you want help, you can contact me. Also there are some resources for getting started with Python at the bottom of this post.)

The best Growth PMs live and breathe their data. Learning to manipulate and analyse your product’s data with Python will save you time by allowing you to automate many reporting and analysis tasks. The act of working with your data at a raw level will also help you fully understand it.

Your data science team are of course the experts

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, and you’re not likely to become more competent in programmatic data science than they are – but you can learn enough to make yourself just self-sufficient enough to be able to answer your most burning questions immediately, and you don’t rely only on your data scientists and analysts to create the reports and dashboards you need.

Resources and getting started
There are a ton of great resources out there to help you learn Python. Some assume previous programming experience, and others are designed for absolute beginners. It really doesn’t matter if you’ve never programmed before (although, of course, it certainly helps). If you have a good understanding of data manipulation in Excel, for example, you should be able to pick up data analysis with Python with a bit of patience and practice.

Some resources to get you started:

• datacamp.com is a great place to learn the basics of Python for Data Science. The basic python course is free, and $25 will get you access to the intermediate course, which covers the most important things you’ll need when using Python for data analysis.
• A more general Python beginners course is available at codecademy.com.
• The O’Reilly books are relatively expensive, but they’re the classics.
• Of course, stackoverflow.com is a gold mine for budding and advanced programmers.

Note
Although I studied Computer Engineering I don’t consider myself a programmer. My scripts focus on simplicity and getting the job done

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, and in so doing break occasional rules and programming best practices (I use global variables a lot, my conventions are sloppy, etc). But that doesn’t matter. As Growth PMs, we’re not contributing to a large codebase with lots of other developers: we’re programming just for us. So don’t get caught up in conventions, unless they help you write code that you can understand.

Being a great Product Manager in tech is more than shuffling roadmaps and writing user stories.

Great PMs are first and foremost masters of their market: the segments, the customers, and their needs, and they spend a great deal of time talking to customers themselves and conducting field research.

Great PMs are the walking embodiment of their product and their vision. Great PMs want to build great things, and naturally inspire people to join them.

Great PMs understand how their product idea will become a product business, and they understand what needs to get done to get there.

Great PMs know and respect their competition, but they are not intimidated and focus on solving users’ problems better rather than comparing feature lists.

Great PMs are masters of their domain of business and are thought leaders of their industry.

Great PMs are driven by intuition, but formulate hypotheses and test them using rigorous analytical methodology.

Great PMs understand how technology can help solve customer problems in new and delightful ways.

Great PMs have a natural sense for design and focus relentlessly on the end-to-end User Experience.

Great PMs have a growth mindset

, and build a platform for systematic growth for their products from day one.

Great PMs are natural born leaders. They inspire and motivate, rather than dictate.

Great PMs are passionate, resourceful and curious. Great PMs are relentless in the pursuit of a better product.

Growth is about finding new channels.

Messaging in general as a channel is young and fresh – and there will be a goldrush very, very soon. Services like Slack and Facebook Messenger are following the lead set by the asian chat successes like Line and WeChat in turning chat into a platform that allows access to services over the top – services like payments, shopping, games and more.

You can now order an Uber by typing a command in Slack

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, or you can order a pizza within the WeChat app in China.

What happens when chat becomes our interface with the world?

Before the point-and-click windows-based GUI evolved, the earliest PCs running DOS or similar operating systems had a ‘chat-style’ interface – a command line.

Messaging could be the next Operating System

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, and the starting point could be, once again, the command line. The difference is this time the abstraction level is much, much higher. Instead of a command like cd /uber which would change your working directory to the one called ‘uber’, now a command like /uber ride can literally order you an Uber. What’s old is new again.

There is a big possibility chat will be the next user interface. Chat – or personal assistants – or more likely a combination of both – will replace the apps grid as the next major UI paradigm. The chat window is always open. Yes, you use it to talk to your colleagues or friends – but it is already replacing email, and will piece-by-pice replace everything else around it. It’s so much easier to order an uber by typing “/uber ride” into the chat window that’s already open, than pulling your phone out, unlocking it, opening an app, etc.

(As a fun thought experiment: What comes next? What does the next part of the cycle look like? What does a GUI for chat look like?)

I did a presentation at the ProductTank Berlin February event last night.

My slides are available here.

I’m happy to chat more about OKRs, and how we work. Contact me!

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In the recent fantastic piece on The Verge covering interviews with the top brass behind the Amazon Kindle, the ultimate product vision behind the Kindle series of eReaders is articulated beautifully. From the article:

For Amazon, paper is more than a material for making prototypes. It’s the inspiration for the Kindle of the future: a weightless object that lasts more or less forever and is readable in any light. “Paper is the gold standard

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,” Green says. “We’re striving to hit that. And we’re taking legitimate steps year over year to get there.”

The beauty of this is its simplicity. Amazon are striving to create electronic paper. “Paper is the gold standard. We’re striving to hit that.”

There is nothing here about the joy of reading, or empowering people through instant delivery of information, or making money. The beauty of this is that all of those things flow naturally from the core premise: to make better

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, electronic paper.

This is what the Kindle team says about itself. It’s clear, it’s inspiring – and it’s impossible to misunderstand.

Compare that with this:

“Reach the largest daily audience in the world by connecting everyone to their world via our information sharing and distribution platform products and be one of the top revenue generating Internet companies in the world.”

That mouthful appeared on a slide at Twitter’s first analyst day. Inspiring? Do you even understand what the hell its trying to say? It could mean anything and everything – and that’s the problem.

Imagine your first day on the job at Amazon in the Kindle division. You ask, “So what is our mission? What are we trying to do?” In answer, someone might hand you a piece of paper, and tell you: “We want to make that.”

A good product vision is inspiring and motivating; an irresistible imagined future that pulls you towards it like gravity. But a good vision is also impossible to misunderstand. Everybody should share the same view, and be pulled in the same direction.

The Product Manager isn’t just a middle-man.

If you’re a PM, and your answer to every question is: “I don’t know, I need to go and ask ___”, then I’m afraid you’re doing something wrong.

You might not be able to give engineering estimates, but you should know your team and your technology well enough to give an educated guess; even if you have to follow up by saying “I’ll double-check that with engineering and get back to you.”

You might not have a slide prepared on every possible strategy question

, but you should be able to form an opinion immediately if somebody throws you a strategy curve-ball.

You might not have the answer – but you should at least have an opinion.

Good Product Managers don’t wait to be told what to do by stakeholders. They anticipate stakeholder needs and suggest new ideas.

Good Product Managers don’t push decision-making up to senior management. They take responsibility, and if anything push decision-making down. Either way, they stand accountable for the decision and own up to it.

Good Product Managers never say “I don’t agree with this decision, but…”. Even if they think it.

No company needs more middle-men.

Companies need passion, vision and conviction. Grit.