> Every customer request is a revenue opportunity with an expiration date.
Oh, gosh no. The best thing a product manager can say when hearing a new request is "No". If you take every request and do it, you get the Homer Simpson car. You can a mangled mess of one-off stuff that one guy wanted. It is like bad fan fiction applied to your product.
Good PMs listen to the requests, figure out what the underlying problem is, and find the best solution. That is nowhere near the same thing as letting the sales trope of "Just make this one feature and I'll close this sale" set your strategic direction.
Of course, we absolutely agree that you shouldn't build everything. I'm curious, for the best PMs you've worked with, what tactics did they use to get to that underlying problem?
> Every customer request is a revenue opportunity with an expiration date.
Oh, gosh no. The best thing a product manager can say when hearing a new request is "No". If you take every request and do it, you get the Homer Simpson car. You can a mangled mess of one-off stuff that one guy wanted. It is like bad fan fiction applied to your product.
Good PMs listen to the requests, figure out what the underlying problem is, and find the best solution. That is nowhere near the same thing as letting the sales trope of "Just make this one feature and I'll close this sale" set your strategic direction.
Of course, we absolutely agree that you shouldn't build everything. I'm curious, for the best PMs you've worked with, what tactics did they use to get to that underlying problem?