The business value of polished products

“Let’s polish this up!”

:)

POLISH: A word often thrown out in conversations about design, sadly just before the product goes out of the door. 

But polish can’t be an afterthought! It must be at the core of our teams, a commitment to excellence, and to “care” from the beginning. The highest degrees of craft and quality are in the spaces we can’t see. That unseen effort to perfect every hidden aspect is what elevates products from good to great!

Sadly, no OKRs or performance incentives can convince someone to care about quality in this context of craft and polish. Most companies talk about deadlines and other incentives, but never: “Is the experience great?” or “Are we meeting the quality bar?” What we need, are people who care inherently. Sadly, they are a (massively) rare commodity. 

Why is that? Because polish as a notion of quality is rarely quantifiable. Sure you could track its impact on revenue and engagement at times, but often it’s just a matter of whether someone loves it. 

Are users saying they bought our product because they found the experience so good? Do you get such messages from your users?

“Hey, I really loved the way you built this!” 

// 

What the video on why well-crafted products are expressions of care and dedication—featuring design and product leaders of 3 organisations who value design, experience and polish in everything they do: Stripe, Figma and Linear.

https://stripe.com/in/sessions/2024/craft-and-beauty-the-business-value-of-form-in-function 

//

Strategy dilemmas: Skepticism, Speed or Vision

Feeling the heat from nimble competitors or game-changing innovations that could shake up your industry? As a design or product leader, when it comes to crafting a winning strategy, we’ve got three paths to consider:

Stay Skeptical:

Easy-peasy, right? Just brush off all the buzz as hype, stick to what you know, and make small tweaks here and there. Basically, wait until you realise the competitors have overtaken you, and then you play catch up :) 

Move fast and act quickly:

Love the rush of a roller coaster? Jump into action mode, throwing in quick fixes left, right and centre! But you realise pretty soon that being the first is overhyped and competitors who did the harder strategy and intentional planning overtake you.

Craft a vision and plan meticulously:

This is the least exciting option of all. It involves taking the time out from endless meetings to craft a bold vision for the future, socialise it with peers, build consensus with leadership and chart what would it take to bring that vision to fruition. 

So, which path speaks to you?  

Insights from my teenagers on harnessing a growth mindset

“Maybe, I am not cut out for that level, Papa :( - confided my teenaged son in a rare moment of emotional conversation between us :( (otherwise accustomed to discussing cricket, technology and entrepreneurship)

So, he’s been grinding for the upcoming JEE (for the uninformed, arguably one of the toughest exams to crack globally), and has been stuck around the 95% percentile in his coaching institute’s internal assessments, while the gold standard is a minimum 99%! 

“Those who are acing this are just brilliant and in a league of their own”, he said with a hint of resignation, a natural reaction for most when faced with tough challenges despite putting in the efforts. 

Now I recently came across the book “Mindset” during our management trainings.  It delves into the significance of embracing a growth mindset, drawing insights from various domains such as business, sports, and relationships. The story about Michael Jordan was particularly inspiring and being so tuned to Sport, something my son would relate to the most. 

Widely regarded as one of the greatest basketball players of all time, Jordan faced numerous setbacks early in his career and was far from being the natural athlete we all take him for granted. In fact he did not even make it to his high school basketball team! 

But Jordan didn't let that deter him. He embraced a relentless work ethic, constantly pushing himself to improve his skills. His determination paid off, eventually leading him to win six NBA championships with the Chicago Bulls and earning numerous MVP awards. After achieving immense success in basketball, Michael Jordan shocked the world by abruptly retiring from the NBA in 1993 to pursue a career in professional baseball. Jordan's stint in baseball, playing in the minor leagues, was not successful and he struggled to perform at the same level of excellence he had displayed in basketball. However, Jordan's competitive spirit never waned. In 1995, Jordan made a comeback to the NBA, rejoining the Chicago Bulls, trained as hard as he had ever done in his life to re-emerge as one of the league's premier players, leading the Bulls to three more NBA championships!

I think there's a lesson here for all of us. It's about having the right mindset—the belief that it's not just about being naturally gifted, with the right work ethic, we can grow, improve, and overcome any obstacle.

I calmed him down and immediately after our call, ordered the book for him to dive deep into this “mindset” thing on his own. I hope this helps him navigate this phase of his life..Thank you Purva Pundit for the recommendation :)

A lesson in aligning perspectives!

This week was a lesson that despite all the years in the trade, I keep making the mistake of assuming that people see and understand the problem spaces as I do. 

My mentality is … “Well, this is a huge problem that deserves a completely holistic approach and a very sophisticated set of artefacts to show I am truly on top of this!”

While the leadership’s is … “Let’s fix these most obvious flaws, NOW!”

Am I doing this for the fear of making it sound too simple that doesn’t require my “specialised competency”? 

Possibly, but it’s good to be reminded that starting simply with the most obvious might just unlock the most value at the time :)

Getting serious about making cool software

Ever picked up a product and immediately felt the quality in your hands? It's like the creators poured their hearts into it, meticulously cared for every detail while showcasing their craft. Conversely, encountering sloppiness in a product is a telltale sign of neglect.

Unfortunately, the software industry sees (much) more of the latter - products that feel rushed, riddled with bugs, and lacking in finesse. With an obsession for growth and scale, teams are churning out features with little attention to detail, that (borderline) work!

Yet here’s the truth, our foremost duty is to deliver excellence. Our products should be fast, intuitive, reliable, meet our users’ needs of our users, and look sharp! Remember, if our customers aren't raving about our creations, we haven't yet achieved greatness!

Having spent over two decades in this field, I can vouch this is easier said than done. We need professionals with the right blend of skills and mindset - those who take their craft seriously, care for the experience and value it as much as(if not more) than deadlines and metrics. 

Great products, across industries cultivate fans. They not only just work but wow! And this greatness (that we associate with just a select few across industries) is within reach for anyone willing to prioritize quality and craftsmanship in everything they do.

Let’s raise the bar by delivering products that inspire awe and admiration :)

From micro-management to proactive-management

Micro-management is often reported as the worst trait in a boss, (significantly) more than another singular thing.

Stemming from insecurity, lack of trust, or sheer incompetence, most of us have suffered through this at some point in our lives and we know how horrible it is to be micro-managed :( 

Therefore, management narratives have been so focussed on doing the opposite: giving freedom, having trust, offering space, or granting freedom to fly!

But many managers end up overcorrecting themselves. We can be so afraid of micro-management that we risk moving into passive territory by simply putting people in position to grow, and then going hands off to give them the “space” to do it. 

If that’s what you do, you’re not “managing” enough. At the risk of not micro-managing, you are not even “proactive-managing” to support them for growth, success and recognition! 

Stay engaged, throughout, without hovering to take over.

From IC designer to CEO with Karri Sarrinen

Founder CEOs of tech companies who started off as an IC Designer are rarer than unicorns, so whenever someone like @Karri Sarrinen steps on to the scene with a product like Linear that’s getting so much love (watch out Atlassian), you gotta pay attention! That's exactly what I did when I came across his recent podcast with the brilliant @Lenny.

Top 5 takeaways:

• Managing a company of 50 with just one PM

1. Karri delves into why solid design is essential for any product nowadays 

• Explore their culture of meticulously crafting everything with care and attention

1. He values intuition over drowning in data analysis, metrics and A/B testing

2. And their unique hiring process involving a paid gig

So, if you're curious about what makes Linear stand out, give that podcast a listen! You might just glean some insights for your own startup journey

Crafting a winning highlights reel: lessons from #kingkohli

“My bat does the talking, not me!” - #kingkohli famously gestured to critics after that gritty Perth hundred in 2018. 

It's a classic lesson that hits home for us, fans. 

“Focus on impact and forget the optics” 

Right? 

A BIGGG NO!

I used to think that as long as I was getting things done, optics didn't matter. Throughout a decade of tirelessly building multiple startups from their inception, my focus was always on the work itself. However, with time, I've come to understand the significance of not only delivering results but also ensuring that accomplishments are recognized!

So, by blocking out time on my calendar to work on my optics game, whether its crafting killer status updates or communicating with top brass about every win, I’m focused on finding the right way to communicate the value we're bringing to the table.

Because in the career game, it's not just about winning the match; it's also about making sure your highlight reel is worth watching :)

#viratkohli #optics #careeradvancement #leadership

Engineers lead but designers must remain pioneers in the Gen-AI era

In today’s Gen-AI era, designers (seem to) have taken a back seat with engineers taking the lead on building next gen AI “experiences” that will redefine how users interact with our products. 

But it’s important to recognise that AI is merely a lever to deliver more value to users, and engineers still need our collaboration in figuring out which levers to pull to reinvent their UX for AI, not just tack it on as an afterthought.

As we navigate this new paradigm, it’s clear that the role of the designer will also undergo (significant) evolution. Instead of designing along linear pathways with predictable outcomes and standard patterns, we must understand these models deeply,  explore their boundless potential, and pioneer the rules for successful interactions..

Let’s face it: no one’s going to sit around waiting for designers to become valuable in the AI “arms race” we are in, resulting in a frenzied scramble for “proof of concepts” with questionable value. 

Be relevant and revolutionary at the same time

Breaking News: Our incredible software now offers the awe-inspiring sum total of every feature found in our competing platforms!

Wait, hold the applause!

Filling feature gaps is considered the holy grail of product development and gives product teams a (temporary) sense of accomplishment when they unblock a key account sales has cracked after pursuing it for months! 

However, this pursuit quickly spirals into a perpetual race! Just when we catch up with one thing, bam! Another big account shows up :) 

And if we're too caught up in this race, guess what? We risk ending up with a product that feels about as current as a flip phone!

However, we entered the industry to be pioneers who.… 

• Don't just keep up with the competition, but leave them in the dust. 

• Don’t just meet the standards, but set it.

• Don’t merely respond to customer requests, but build what they didn’t even know they needed!

Lets strive for a harmonious blend, so our offerings remain relevant and revolutionary at the same time :)

Stop obsessing about that ‘seat at the table’

Having both been at and away from the proverbial “table” many times throughout my (long) career, here's my advice for new managers struggling to make their mark

“If they don’t give you a seat at the table …” do one of these 2 things

#1

“Bring a folding chair!” 

Yes, seek inspiration from these words of Shirley Chisholm, the first Black woman elected to the US Congress who undoubtedly faced her share of marginalization …  

Meaning, take matters in your hand, don’t wait for opportunities to fall in your lap and pro-actively be your biggest self-advocate

#2

Find a mentor who already has a seat at the table. Having someone in your corner can make all the difference. That way, you can focus on delivering value where it counts, engage with your team and users, and pour all your passion into work.

Regardless of your situation remember one thing though, it's not just about being at the table; it's about making an impact once you're there :)

How do you make your reports feel?

“People will forget what you said. People will forget what you did. But people will never forget how you made them feel.”

These words best capture my sentiments as I read below the (anonymous) manager reviews from my team for the recently concluded review cycle. 

Forgive me if this is coming across as a humble brag but I just want to use this opportunity to reinforce that leadership truly comes down to how someone was made to feel: 

listened to or ignored, 

included or left out, 

big instead of small.

Because the feelings you elicit in others last—rather linger—surprisingly loooooong!

Stop thriving in the company of suck-ups!

If you’re wondering what this cuddly doggy video is doing on your Linked In feed, read the rest of the post for a timely lesson to managers writing year-end reviews :)

(As per not-so-scientific surveys) A whopping 80% of executives admit to giving more attention to their furry friends than their own family! While they vehemently denied loving them more than their own spouse and kids, the reason for this attention was ...

“The dig is always happy to see me. It never talks back, and gives unconditional love no matter what I do!” 

In other words, the dog is a suck-up. 

But here's the kicker: if we're not careful, we might end up treating our colleagues at work like, well, dogs. Surrounding ourselves with “yes” people, and rewarding those who constantly shower us with praise, whether it's genuine or not. 

And guess what? Without meaning to, we are basking in hollow praise which makes us, well hollow leaders who thrive in the company of suck-ups! 

Reference: “What got you here won’t get you there” from Malcolm Goldsmith

Scaling (the impact of) your teams!

(Even) When scaling the team isn't an option, double down on scaling the impact of your teams!

#1 Prioritise high-impact projects that truly move the needle

#2 Stay deliberate and thorough in your research without cutting corners

#3 Streamline approach, processes and reviews to get more done with less

#4 Get the word out to customers and executives to build advocacy for our efforts

#5 Identify, track and optimise for key metrics valuable to the success of your project

Less isn’t always more

“Simplicity is the ultimate sophistication” … said the great Leonardo Da Vinci. So it must be the holy grain of design, right? Ummm … yes BUT with an important disclaimer!!

Bing “simple” and “simplistic” are used interchangeably but couldn't be more different in their implications. 

Simplicity entails clarity, ease of use, and ensuring users can accomplish their tasks efficiently. But this must not translate into forced over-simplification by dumbing things down to the point that users are left wondering how to even get things done. They feel frustrated, realizing the lack of depth and richness of features they need to be truly productive. 

Take, for example, complex software tools like Photoshop, Figma, and AutoCAD. Despite their sophisticated functionalities and steep learning curves, they've retained market leadership in their respective domains for years. Even power users, who have spent countless hours mastering these tools, may not fully grasp every aspect of their capabilities. Rather than sacrificing functionality in the name of simplicity, they empower users to dive deep, explore, and unlock their full creative potential.

So, while minimalist, clutter-free layouts are all the rage, let’s be present to the fine line between sleek minimalism and downright neglecting user needs and champion a more nuanced approach to design. 

Because less isn't always more :)

When words matter more than pictures

While a picture may speak a thousand words, sometimes, just a few well-spoken words hit the nail on the head like nothing else can :)

This invaluable quote from Prof Ralph Speth (ex CEO of Jaguar Land Rover and recently appointed Chairman of TVS Motors, India) is a fantastic reminder that investment in good design NOW can save you a mountain of headaches (and dollars) down the road!

So, time to cut the engineer bias and give design its fair share of resources, huh? :)

Great product trumps … Great everything else

Great product trumps …. Great everything else. 

Period! 

Yes, you can keep investing in building great support, service, or sales teams, but having an exceptional product gives you the golden ticket to success like nothing else (Unless you’re an Amazon and great service is THE product)!

This notion was consistently reaffirmed during some flavorful journeys with friends and family through the bustling streets of Hyderabad, Delhi & Amritsar recently. From mouthwatering biryani to succulent kebabs and heavenly kulchas to lip-smacking Kulfi, these spots are legendary for one thing: their unbeatable products. 

And I found myself (and countless others) happily enduring bumpy Tuk-Tuk rides, long waits, and a not-so-lavish "experience" because of the unparalleled quality of what they serve! 

So, it was a humbling experience to see these iconic spots focus on perfecting what they offer every day, and watch as everything else falls into place :) 

Because in a world where mediocrity is abundant, greatness always shines through!

(Design matters) More than just functionality

These words must echo through the corridors of such product orgs … 

1. Where engineers and PMs reign supreme, believing they build "functionality" while designers merely add a superficial coat of design.

2. Where experience focussed designers focused on “strategy” are placed higher in hierarchy than those focused on pure craft

Since the dawn of industrialization, form has been a driving force in shaping consumer perceptions across a myriad of industries. From automobiles to electronics, and home decor to lifestyle accessories, manufacturers understood early on that form wasn't merely about aesthetics; it was about conveying a sense of prestige, performance, and identity. The same holistic approach propelled Apple to the forefront of innovation, demonstrating how blending cutting-edge technology, simple intuitive experiences and impeccable design aesthetics can have a profound impact on user experience and brand perception! 

When it comes to digital design, we've been conditioned to prioritize functionality over form. But we must continue to challenge these notions and position great design as a delicate balance of both—combining strategic insights with artistic flair to create products that resonate on a visceral level.

Crafting a robust product strategy in 3 steps

“What's a good product strategy?”

Most of us have been confronted with this head-scratcher during investor pitches, team brainstorming, or strategy meetings.

Recently, on a podcast featuring Intercom leaders, it was interesting to hear them distill the essence of a robust product strategy into three elegantly simple aspects. And here they are :)

Uniqueness: What makes you stand out? It's about figuring out why people should pick you over everyone else. What's your special sauce that makes customers go, "Wow, I need that!"?

Similarity: But hey, being unique doesn't mean being totally alien. Your customers need assurance that by choosing you, they're not stepping into uncharted territory. So, you gotta show them that while you're different, you understand their needs intimately, and that transitioning from their current solution to yours will be seamless.

Coherence: And here's where design comes in! It's about bringing the cool unique stuff and the familiar stuff together in a way that feels like a natural fit. It's not about patching together disparate elements but orchestrating them into a cohesive whole that feels natural and intuitive to the user.

Yeah .. in hindsight, it's astounding how the most profound insights often reside in simplicity. By focusing on these three fundamental aspects, we can (hopefully) craft product strategies that not only captivate, but endure :)

Year-end reviews: Feedback for managers matters (too!)

It’s year-end review time and as always, there's an air of anticipation as folks await feedback from their managers, looking forward to not only personal growth but also the accompanying recognition and rewards!!

There's another facet of this process that often gets overlooked—the opportunity for us all to provide feedback on our managers! This is our (rare) chance to share our perspectives for our managers' managers to gauge the pulse of our relationships and assess if our bosses are truly fostering an environment conducive to our success :)

As a manager, I (try as much as I can to) welcome critique and concerns with open arms and foster an environment such that this dialogue doesn't remain confined to the year-end review process alone. 

Also, having been a manager of numerous managers through out my career, I’ve seen and addressed firsthand two common extremes, neither of which contribute to a healthy work environment:

1. Managers simply being jerks getting overall negative sentiments and killing morale in the team

2. Overcompensating by being too agreeable, avoiding tough discussions and sugar-coating feedback.

While addressing the first is typically straightforward and acknowledged, the second one is frequently overlooked (and remains unaddressed) until it detrimentally impacts team effectiveness :(

And to drive this point home to all such managers, I often share one of my all-time favorite management quotes below :)