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Any TCS Hr here need small help?
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Anyone know how product org at Linkedin is like?
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Having a similar issue - product was highly successful but leadership started interfering when they noticed. Now it's all sad music and stagnation.
Mentor
It's funny because when they go to board meetings they bring all of product's ideas to the board, after the board meeting we go right back to the leadership roadmap of making a button bigger and charging more money for the same product
Hear hear. Feel the same here.
Mentor
googles "how do I tell leadership they're burning through funding without actually telling them"
Ask your leadership what is the strategy to break out of stagnation. Do they have one?
Ask this multiple times. Someone somewhere will start paying attention to the metrics and start making changes.
Mentor
They don't take responsibility for the stagnation. "It's product's responsibility to figure it out" or "the state of the economy is tough"...meanwhile when they interviewed by some tech website the response is "we haven't been impacted by the economy whatsoever!"
Mentor
What are the reasons for the decline? This is important.
Mentor
I also 100% agree with their decision to cut marketing spend - as their initial focus was only top of the funnel and they believed the app would handle the rest of the funnel as long as people join and see how "awesome" our product is.
We don't really have a 60 or 90 day retention rate, by day 30 we retain around 4%.
We've been mapping product ideas for the past 2 years and haven't been able to get any of our ideas into development. However, every leadership idea that went into development never met the success criteria (the leadership success criterias are always leaning towards virality)
Our entire focus right now is product led growth but we have done 0 things to improve it. The only things that make it into dev are "hey, why don't we just change the color of this button and a/b test people with/without the color?"