Managing the complex nature of corporate products while prioritizing user experience poses a significant challenge in enterprise product management. Each B2B client is distinct, making it difficult to devise one-size-fits-all solutions. #ProductManagement #B2B.

B2C is like a tree—you water one place, and the fruit grows everywhere. B2B, on the other hand, is like a lawn. You have to water every part, or it will turn brown - Deepak Deolalikar Deepak Deolalikar (Revenue centric B2B Saas PM)

One of the fundamental differences between consumer and enterprise products lies in the need for configurability. While consumer products aim for simplicity, enterprise products must cater to the complex needs of large organizations, often requiring extensive customization.

"Feature adoption in enterprise products is often misunderstood. Not every feature is meant for all users, but measuring usage effectively is crucial. Even a low adoption rate can signal success if it meets the needs of its intended users." - Deepak Deolalikar Deepak Deolalikar (Revenue centric B2B Saas PM)

Interesting analysis of why users don't adopt the features you have built for them? Deepak Deolalikar (Revenue centric B2B Saas PM) Level 1 - No Need Level 2 - Lack of awareness or not top of mind Level 3 – Solution does not work buff.ly/470lYdb #B2B #productmanagement

Interesting insight from Deepak Deolalikar (Revenue centric B2B Saas PM): Enterprise products are often complex and have lower usability. While there's a trend toward simplifying UX, there is a limitation due to the inherent complexity of enterprise operations. Full interview article 👉 buff.ly/3XdhXPi

“There is only one boss. The customer. And [he or she] can fire everybody in the company from the chairman on down, simply by spending [his or her] money somewhere else”. — Sam Walton

Over-Promise and Under-Deliver Sounds risky, but when applied in the right context, it can be a game-changer, as Shreyas Doshi suggests. It inspires teams to push boundaries and achieve more than they thought they could. Check my last article on how and when to apply this strategy.

The Stretch Zone is the sweet spot where optimal growth happens. If you're aiming for growth, whether personally or with your team, strive to move to the Stretch Zone. But be cautious not to cross into the Danger Zone, as it can kill motivation and productivity.

Conventional wisdom advocates for 'Under-Promise and Over-Deliver,' but in many situations, the opposite—'Over-Promise and Under-Deliver'—is exactly what's needed to boost team productivity. This strategy pushes teams to stretch beyond their comfort zones, sparking creativity

When your team defines OKRs, aim to set ambitious goal without being discouraged if 100% success isn’t achieved. Achieving 70-80% of an ambitious goal is a win, as it indicates significant progress.

🚀 How to scale a product company? Marina Stojanovski, Head of Product at Gradyent, dives into the key challenges and strategies for scaling a business. #Scaling #BusinessGrowth #productleader #prodmgmt bit.ly/3Xj09kY

Data-mature companies consistently outperform their peers across every key metric—whether it's revenue growth, operational efficiency, customer satisfaction, or product adoption. Where does your company stand on the data maturity scale? open.substack.com/pub/enlightenl…