Sometime earlier this year, I was invited by the British High Commission in Singapore to talk about the new modern workplace coupled with the new cultural and social practices. It was an interesting conversation which examined management in a physical environment. An interesting question prompted me to state a general principle which I state in how I manage people regardless of workplace and cultural differences. Continue reading The Compassion Principle in Management
The best businesses have one interesting feature when the company’s vision and strategy are described by the founder of the company: the business strategy for the company is extremely easy to communicate but difficult to execute. Continue reading Simplicity in Business
Sometime last year during a date night with my wife, I told her that I can decide within the first 15 minutes of my conversation with a founder whether I want to invest in a company or idea. We took a list of those which I have recorded in my own spreadsheet and told her private that I would invest if I have the money and discovered that it was fairly accurate. In fact, the best investments out of my portfolio are done within 15 minutes and the rest which I took time to deliberate and ponder usually never panned out. It’s not based on some emotion or feeling. It also worked for me on startups which I don’t partake in but will have done it if I have the cash. Continue reading How Great Founders have convinced me within 15 minutes
Here’s an interesting learning when I started my current role in my first month two years back. During that time, I have to reset my intuition about products within an organisation from a product to an omni-channel view of products. In short, there’s a fundamental difference between being a product manager and a manager of products. The unfortunate reality is that most product managers I have encountered, failed this transition after speaking to many of them. In the process of working with my product managers, I have discovered this difference and here are some thoughts to how one must learn to transition from a product manager to a manager of products. Continue reading Growing from a Product Manager to a Manager of Products
Over the course of past few years as a product manager and evolving now as a manager of products, I have often reflected on how I think about building products. One insight that I have developed is that you focus on building the right product and not the new product. In fact, you need three important ingredients: (a) the technology facilitates the right user experience, (b) the timing of product to the market is right and (c) making the offline experience seamless from the online world and vice versa.
How do you know that you have build the right product? I have a couple of check points to cross validate on the products which I have worked on in my professional life. Continue reading How to Build the Right Product but not New Product