Tyner Blain

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Learn How to Drive Business Impact

Tyner Blain

I’m excited to be joining my friend Jon Harmer, Lead Product Manager at Google , in teaching Product Mangers how to drive business impact. In our cohort-based class on Dec 2-3, 2023 , with live instruction and hands-on work, we will teach the critical practices to being effective at meeting customer needs in a way which drive business outcomes.

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Feeding Your Business Case

Tyner Blain

Product strategy manifests as a collection of bets, investment decisions to do something or not, to do things now or later. A business case requires you to compare the predicted costs with the expected benefits. Your problem statement must articulate the expected benefit in economic terms to support your decision to place the bet. This article is the second in a three-part deeper-dive on the importance of using economic measures when writing the problem statements which are the key unit of shapi

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Stunting Collaboration Before It Can Begin

Tyner Blain

Your process can prevent collaboration. The language you use in your problem statements can stop collaboration too. When you use proxy variables instead of economic measures of outcome you prevent your teams from collaborating and you reduce the likelihood of achieving product success. This article is the second in a three-part deeper-dive on the importance of using economic measures when writing the problem statements which are the key unit of shaping and operationalizing a product strategy.

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The Wrong Measure Will Misdirect You

Tyner Blain

When deciding what to measure, we often choose metrics which sound good or metrics which are easy. These mistakes can make a product strategy incoherent, excessively expensive, and ineffective. How we talk about what we choose to do sets our teams up for success. Or failure. Unpacking Three Ideas There are two broad categories of measures – economic measures and proxies for economic measures.

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Uselessly Wide Estimation Ranges

Tyner Blain

Estimating with ranges requires a level of transparency which may be uncomfortable because you are acknowledging what you don’t know. Doing this, however, cascades into multiple positive consequences. This is also a necessary component of outcome orientation. Using Problem Statements to Make Choices I talk about using problem statements to “shape” a product strategy.

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Probabilistic Thinking in Problem Statements

Tyner Blain

Product management is fundamentally a discipline of decision-making. Which investments to make, which problems to solve, which customers to serve, etc. The approach we take to decisions is fraught with peril, and we benefit from removing unconscious biases – improving our ability to elegantly make decisions to improve and advance our products.

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Problem Statement Impact and Assumptions

Tyner Blain

Quantifying the impact of your problems puts them in perspective. It also exposes the assumptions you’re making, creating a virtuous cycle helping you to improve your framing of the problems, and making it possible to prioritize among them. When you first start to describe a problem, you may skip the notion of quantifying entirely, and instead describe an abstract scenario like “repeat customers abandon the new product registration process.” This is the not nearly enough, and m