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Product Vision and Product Mission
As Product Managers and Product Leaders, it’s easy to get caught up in the day-to-day grind of feature releases, bug fixes, and user feedback. But amidst this whirlwind of activity, how do successful product teams stay focused on what truly matters? The answer lies in two powerful concepts: Product Vision and Product Mission.
Meanwhile, in product news, while there are a lot of free APIs you can use, the same is not true about ebooks. Google will take notes for you and X is beefing up the security team that Elon decimated.
Mastering product success: Unveiling the power of product vision, roadmaps, and goals. A Product Vision translates a company's Vision and Mission into actionable steps and ensures alignment with customer priorities and company objectives through the Product Roadmap, supported by Product Goals. Diana Stepner explains how you can make that happen.
How to Create a Forward-Leaning Product Vision. A digital product is nothing more than a solution to either a customer experience problem or a business problem, and ideally, both. Being product-led within government is understanding that the product, your digital solution, is the vehicle through which you will solve that customer experience problem and provide value to the business at the same time. But without a well-defined vision, you may just flounder, delivering features that may not really achieve either objective as effectively as you could. Jimmie Butler breaks down what a product vision is and how to create one.
Crafting a compelling product vision. Ebi Atawodi is Director of Product Management for the Creator Experience at YouTube, former Head of Product at Uber, and a former Director of Product (Payments and EMEA) at Netflix. Known for crafting a strong, unified vision, Ebi empowers her teams to achieve outsized outcomes. Ebi went deep into vision and strategy in this issue of Lenny’s Newsletter.
Deep-Dive: Product Vision + Mission. Despite their critical importance, Product Vision and Mission are often misunderstood, poorly executed, or worse, completely missing from many product organizations. Mike Belsito demystifies Product Vision and Mission, exploring their nuances and how they differ from each other and from Product Strategy. He explores why they’re so beneficial to have in place, and most importantly, he provides actionable advice on how to develop your own compelling Product Vision and Mission that actually works.
Product Vision and Strategy in the Real World. Product vision and strategy are essential to a well-functioning product team, yet across most companies, they are misguided, poorly constructed, or flat out missing. In this keynote talk from INDUSTRY 2022, Ben Foster shares a vision-led PM framework for establishing a bold yet practical strategy to align everyone to meaningful customer outcomes.
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AI-first session replay and analytics that show you what’s wrong.
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This week on Rocketship.fm:
The Findaway journey: From startup to Spotify acquisition
In this episode of Rocketship.FM, we dive deep into the inspiring story of Findaway, a Cleveland-based tech company that went from a small startup to a $123 million acquisition by Spotify. Host Mike Belsito, one of Findaway's early employees, sits down with Mitch Kroll, co-founder and longtime CEO, to discuss the company's 18-year journey through various phases of growth and innovation — offering a wealth of lessons for product managers and leaders on resilience, adaptability, and the importance of focusing on the journey rather than just the destination.
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In 17 days, 500+ product people from around the world will gather in Cleveland, Ohio, for INDUSTRY: The Product Conference. Here's the event in numbers:
- 2 day experience (3 days with optional 4hr workshop) allowing you to fully immerse yourself in the world of product.
- 12 keynotes exploring everything from the impact of AI to behavioral science.
- 4 breakout talks by front-line product management experts.
- 10 roundtable discussions with your product peers.
- 2 interactive 1 hour working sessions digging deep into AI and customer research.
- World-class event with a 60+ NPS score year over year.
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Mission, Vision, and a cup of coffee
So, I found myself in line at Starbucks this morning, desperately seeking my caffeine fix. As I waited, I couldn't help but marvel at how this coffee giant has managed to stay on top for so long. It got me thinking about their mission and vision, and how it relates to what we do as product folks.
Starbucks's mission is "to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time." Pretty lofty for a coffee shop, right? But that's exactly why it works. They're not just selling coffee; they're selling an experience, a feeling, a moment of connection.
Their vision statement takes it further: "To establish Starbucks as the premier purveyor of the finest coffee in the world while maintaining our uncompromising principles while we grow." It's about quality, principles, and growth. Sound familiar, product people?
As PMs and product leaders, we can learn a ton from this approach:
- Think bigger than your product: Starbucks isn't just about coffee; it's about the human spirit. What's the broader impact of your product?
- Balance aspiration and practicality: "Premier purveyor" meets "one cup at a time." Dream big, but execute in manageable chunks.
- Emphasize values: "Uncompromising principles" is key. What are your product's non-negotiables?
- Focus on experience: It's not just about the coffee but how it makes you feel. What's the emotional core of your product?
- Stay consistent while scaling: Maintaining quality during growth is crucial. How can you ensure your product's essence doesn't get diluted as you scale?
Don't just think about features or market share. Consider the change you want to create, the principles you stand for, and the experience you're offering. Make it aspirational yet achievable, broad yet specific to your unique value.
Some food for thought (or should I say coffee?!) for when you think through your mission and vision!
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There’s an API for that. Looking for a quick way to randomly generate usernames, emails, and addresses to aid testing? This free collection of publicly available APIs should be able to help you out. One thing that makes this list particularly appealing is how it’s kept up to date. Each API endpoint is tested once every 24 hours to make sure it works. If that testing finds an API that no longer works because it was taken down or moved behind a paywall, it’s removed from the site.
Not everyone wants information to be free. An appeals court has upheld an earlier finding that the online Internet Archive violated copyright law by scanning and sharing digital books without the publishers’ permission. Four major publishers — Hachette Book Group, HarperCollins Publishers, John Wiley & Sons and Penguin Random House — sued the Archive in 2020, alleging that it had illegally offered free copies of more than 100 books, including fiction by Toni Morrison and J.D. Salinger. The Archive had countered that it was protected by fair use law.
This meeting transcript could’ve been notes. Google began rolling out “take notes for me” for Google Meet to select Google Workspace customers. “Take notes for me” is an AI-powered feature in Google Meet that automatically takes notes, allowing you to focus on discussion, collaboration, and presentation during your meetings. After the meeting, the notes document is attached to the calendar event so that internal participants in your organization can access them. These notes may prove to be more useful than a full transcript of the meeting.
Maybe we shouldn’t have fired that entire department. Nearly two years after the layoffs across X’s trust, safety, and security teams, the social media company formerly known as Twitter is now trying to hire new employees to help moderate content and secure its platform, according to X’s official job listings. This is an admittedly high-profile example of what happens when an organization’s leaders don’t see value in a particular job function. They get rid of that function and then suddenly realize what risks those folks were protecting the organization from. Talk about you don’t know what you have until it's gone.
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