After ideas have been collected from various sources, Product Management needs to ensure that the underlying problems are truly understood.
We’d like to share a classic example – it’s likely that every Product Manager has experienced it or will do at some point.
In a B2B context, especially often when the product solves a suite of problems for different personas, it’s necessary to establish a team of professional Customer Success (CS) managers to help customers utilize the product in order to achieve goals. See the challenges and tips of working with Customer Success and Consulting. Understandably, CS would come to Product Managers to pass on feature requests.
Once the CS expressed, firmly, that a customer must upload their own safety signs to the platform, otherwise their most important jobs cannot be done.
Considering that all safety signs are introduced by lawful parties, e.g. government agencies or ISO, and such signs already exist in the platform, the Product Managers were curious and confused about this request. A few back and forths with CS didn’t offer any clarity of the “Why”, the Product Managers interviewed the customer directly.
The result? Not only the customer strongly opposed the idea of self-uploading signs, but they also believe that it should be the platform that offers those signs out of the box. What actually led to this request in the first place was that a new addition to the current set of signs was published by the authorities, but had not been updated on the platform. And without digging into the problem or validating the hypothesis, the respective CS simply suggested that the customer shall update signs on their own.
This is why “all eggs in one bucket” is arbitrary. And it’s insufficient to take stakeholder information as the only source of truth. Discover the problem directly with the customer, like you don’t have any solution in mind.