Structuring product management for customer success versus product success boils down to one key difference. If you’re structured for product success, you’re doing product management more from the inside out, and that can make life more difficult than necessary. If you’re structured for customer success, you’re doing product management more from the outside in, and that can make things a whole lot easier across the board for product teams, marketing, sales and customer success teams.
Consider the following scenarios that compare and contrast the two approaches. Which one works better for you?
- If you’re structured for product success, your primary motivation is to steer products in a direction that best supports your company’s financial and strategic goals. That’s what makes it more inside out than outside in. Here’s why. The first question you have to answer is, what can I do to my products to support my company’s goals, and that can distort your perception of what’s valuable to the market.
- If you’re structured for customer success, it’s just the opposite. In this scenario, your starting point is, “how do I make my customers more successful at something that has strategic value to their business,” then you determine how to get it to market in a manner that supports your company’s goals.
- If you’re structured for product success, it encourages product teams to work in silos and do what’s best for their products. Those silos are the root of all evil when it comes to competing and constantly changing priorities.
- On the other hand, if you’re structured for customer success, it fosters tremendous collaboration across product teams to deliver coordinated feature sets that collectively have the biggest impact on the goals and success metrics of your target customers. This is where things start getting easier for everyone because the customer’s goals and success metrics create a common bulls-eye for all products.
- If you’re structured for product success, there are a million and one ways to debate and actually justify any and every product priority. That’s why they change so much.
- If you’re structured for customer success, all products are marching to a single set of customer business priorities. That leaves nothing to debate. The customers’ business priorities are what they are, and product priorities should follow suit until the customers’ business priorities change across the market.
View the video below to learn more.
If structuring product management for customer success is one of your top priorities, there’s only one place where you can learn how to operationalize it, and that’s Proficientz.
We’re the only product management training organization that makes customer success the centerpiece of our framework, training programs, tools and best practices. That’s the part that makes it easier for you to build, market, sell and deliver solutions with greater strategic value.
Here’s the other thing to consider when building and developing your product organization. Continuity.
There are plenty of other frameworks and training programs out there that do a good job of teaching you how to gather user requirements for a product, get them through development and out to market. But where do you go from there?
The Proficientz framework and training programs can take you through all three stages of product management maturity on a single framework.
- You can start with the basics and learn how to deliver products that make users better at their job.
- Once you’ve got that down pat, you can graduate to more intermediate practices for delivering multi-product solutions that improve the operational performance of a department or business function.
- And when you’re ready for advanced portfolio management, you can learn how to accelerate your growth in specific vertical markets by delivering a portfolio of strategic business solutions that give customers a competitive edge in their industry.
Make it easy on your team and get them started with Proficientz. You’ll grow from one stage of product management maturity to the next without missing a beat.