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Published on <a href="http://ift.tt/2rygi5J">| Prototyping: From UX to Front End &mdash; Medium</a> Max Bennett 
Product Management is the craft of building the right things. Part of this craft is about (1) discovering and (2) delivering these right things. But a third, and less discussed, part of this craft is about correctly defining what “right” even means in the first place.
My own product thinking has evolved several times (mostly due to mistakes I have made) as I continue to refine my definition of what “right” means. I started as a Technology Thinker, I then evolved to a Problem Thinker, and I am now in the process of striving to evolve into an Outcome Thinker.
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<h3>Bad Product Managers are “Technology Thinkers”</h3>
People new to product management, excited about being in a seat where they get to build things, often start off as Technology Thinkers. They define the “right things to build” as “things that are feasible and new”.
<blockquote>“What new things could we build?” — first question of a Technology Thinker</blockquote>
Of course, Technology Thinkers quickly build things that are obviously wrong. Google Glass, the Amazon Fire Phone and Segway are mainstream examples of this. All three of these products used new technology and worked well. Google Glass used advancements augmented reality and voice recognition. The Amazon Fire Phone had innovative 3D features. Segway had innovative self-balancing technology. But none of these products solved a real problem. Why do I need something on my head to take photos, don’t I have my phone? Who cares if I can see in 3D on my Amazon Fire Phone? Where do I use a Segway, in the road or sidewalks? Few people bought any of these.
Technology Thinkers eventually realize that “things that are feasible and new” is too broad a definition of “right”. They typically then evolve from Technology Thinkers into Problem Thinkers (as I did myself after a painful failure or two).
<h3>Good Product Managers are “Problem Thinkers”</h3>
Problem Thinkers have a narrower definition of what the “right things to build are”. They define it has “things that solve a real customer problem”.
<blockquote>“What problem would this solve?” — first question of a Problem Thinker</blockquote>
This definition of “right” is good because it prevents building products that don’t solve a real problem. However, Problem Thinkers are primarily focused on managing the risk of building useless things, as opposed to focusing on building great things. For this reason, Problem Thinkers regularly build mediocre products that don’t improve the world, the business, or customers’ lives in any deliberate or meaningful way.
After shipping several mediocre products, the best Problem Thinkers end up further refining their definition of “right” to ensure their products don’t only solve a problem, but also improve the world meaningfully. They evolve into what I call Outcome Thinkers.
<h3>Great Product Managers are “Outcome Thinkers”</h3>
Outcome Thinkers have the strictest and most refined definition of what the “right things to build” are: things that achieve desired outcomes.
<blockquote>“What outcome would solving this problem achieve?” — first question of an Outcome Thinker</blockquote>
Of the things that solve a real problem, Outcome Thinkers discover and deliver the special few that actually achieve the outcome they want. Outcome Thinkers build products that turn businesses around, double revenue, half costs, delight people, save people, connect people, or any other outcome one might dream up. They discover and deliver these things, in part, simply because they make outcomes the bedrock of their thinking and decision making.
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Elon Musk is a great example of an Outcome Thinker. He isn’t building SpaceX because it is now feasible to re-land a rocket (Technology Thinking). He isn’t building SpaceX to solve the problem of costly satellite delivery (Problem Thinking). He is building SpaceX to achieve the outcome of getting humans to mars and making humans a space faring species (Outcome Thinking). Outcome Thinkers build things that deliberately change the world in the way they want it to be changed. The best Product Managers are Outcome Thinkers.
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<a href="http://ift.tt/2sv918i">Great Product Managers are “Outcome Thinkers”</a> was originally published in <a href="http://ift.tt/2cAqCpx">Prototyping: From UX to Front End</a> on Medium, where people are continuing the conversation by highlighting and responding to this story.

Great Product Managers are “Outcome Thinkers”

Great Product Managers are “Outcome Thinkers”

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