⚡IN CONTINUATION OF THE PREVIOUS POST — MY THOUGHTS ON PRODUCTS

In product work, it's easy to believe:

“We’ll find a strong idea, confirm demand, calculate the economics — and the company will understand everything itself.”


It won’t…

You can conduct interviews, build an MVP, and make a presentation where even the font looks motivated.

But then production isn’t ready to change the schedule, procurement sees no reason, sales don’t understand the motivation, and the committee waits for someone to take responsibility.

And now you’re not a product manager, but a hero of a corporate RPG: gathering approvals and looking for the person who actually makes the decision😀

Therefore, launching a product requires not just an idea and economics. You need to identify the people who control:

💵 budget;
🎯 access to customers;
🏭 production and procurement;
🛡 management support;
🔘 removal of organizational barriers;
🌐 technology, partners, and sales channels.

This isn’t necessarily intrigue. In a healthy version, it’s called stakeholder management and building a coalition of support.

Projects are driven not by presentations. They are driven by people who have resources and are willing to share them.

My main takeaway: a product manager should study not only the customer, market, and product, but also the architecture of influence around the project⭕

Because a good product without support can remain a beautiful file. But a product with the right people gets a chance to become a business 🚀