Community-centric Product Development

Innovation for the sake of innovation is boring. True innovation when you can build products with purpose and impact. Building purposeful products that address the toughest social impact challenges in the world is hard but can be the most interesting to Product Managers who love solving tough problems. They also set themselves apart from the rest. 📣 How can PMs differentiate themselves as purposeful PMs? ➡️ Deeply engage with your customers to understand their needs, challenges, and aspirations. Understand the context they live in and the broader social impact needs of the community. ➡️ Ensure your product goals align with broader social impacts. Consider how your product can contribute to societal well-being. ➡️ Design for diversity by making sure your products are accessible and usable by people of all backgrounds and abilities. ➡️Go beyond traditional metrics and measure impact. Evaluate the social and environmental impact of your products alongside business performance. ➡️ Work closely with teams across the organization to integrate purpose into every aspect of the product lifecycle. ➡️ Continuously learn about new technologies and methodologies that can enhance your product's positive impact. ➡️ Champion ethical practices in product development, from data privacy to fair labor practices, ensuring integrity in your process. ➡️ Foster a culture of purpose across the team to embrace a purpose-driven mindset, making it a core part of your company culture and daily operations. ➡️ Build relationships with communities and stakeholders to understand their perspectives and incorporate their feedback into your product development. ➡️ Promote sustainable development by creating products that contribute to environmental sustainability, reducing waste, and promoting responsible use of resources. ➡️ Incorporate long-term thinking by assessing the long-term impact of your products, considering how they will evolve and continue to provide value over time for your customers, business, and the communities we operate in. #productmanagement #purposefulproductmanagement #socialinnovation #productleadership

I see so many companies treat their Community like a support channel or a "nice-to-have" space. That's a huge missed opportunity. They're failing to tap into their most powerful resource. Here's the truth: Community-Led Growth (CLG) is the future of customer retention and brand loyalty. It turns your best users into product advocates who drive growth for you. You need to shift your mindset: CLG is not about managing chat. It's about facilitating passion and letting users define your product's direction. Notion is the best example of this bottom-up approach working at scale. Their strategy is simple: 👉Spot the Superfan: Notion recognized that users loved the product so much they were already creating unprompted communities on Reddit, Facebook, and YouTube. 👉Build on Their Ideas: Notion's team didn't try to centralize everything. Instead, they built official programs to support organic user trends, turning ideas like user-made templates into the official Template Gallery. 👉Reward Ownership: They created the Ambassador and Certification programs. This allows "superfans" to monetize their Notion knowledge as consultants, giving them early access and a direct line to the product team. This creates a virtuous cycle: Users collaborate → they educate new users → they provide free product ideas → they feel a deep sense of ownership in the brand. The result? A community that markets, supports, and scales the product globally, far beyond what the internal team could do alone. Are you building on top of your community's organic ideas, or are you just trying to control the conversation? 👇 #CommunityLedGrowth #ProductManagement #SaaS

I've seen my fair share of product development processes. JPD's approach stands out as particularly principled and well thought out. Here are the five most important things about how they build product: 𝗙𝗮𝗰𝗲𝘁 𝗢𝗻𝗲 - 𝗧𝗵𝗲 𝗟𝗶𝗴𝗵𝘁𝗵𝗼𝘂𝘀𝗲 𝗣𝗵𝗶𝗹𝗼𝘀𝗼𝗽𝗵𝘆 As Catalin Bridinel, Head of Design, explains: "The product is a ship, and the user is a lighthouse that gives you direction." This is more than a cute metaphor - it's a fundamental operating principle that multiple interviewees brought up. It manifested, for instance, in the early access program stages: Step 1 - Deep dive with 10 carefully selected customers Step 2 - Expand to 100 customers for broader validation Step 3 - Then 1000 and GA And it does in a million little other ways. 𝗙𝗮𝗰𝗲𝘁 𝗧𝘄𝗼 - 𝗧𝗵𝗲 𝗧𝗲𝗮𝗺 𝗦𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲 They have Five Autonomous Squads: 1. PM Experience Squad: Focused on core product manager workflows 2. Admin Experience Squad: Handling the critical but often overlooked admin experience 3. Cross-flow Integration Squad: Making JPD play well with the broader Jira ecosystem 4. Infrastructure Squad: Ensuring performance at scale 5. Growth Squad: Driving adoption and expansion Having each squad own specific components end-to-end has transformed their development process. As Edouard Kaiser, Head of Engineering, put it: "Before, everyone owned everything - which meant no one owned anything." JPD operates with a surprisingly lean team of about 50 people, including just 3 PMs (plus Tanguy). 𝗙𝗮𝗰𝗲𝘁 𝗧𝗵𝗿𝗲𝗲 - 𝗧𝗵𝗲 𝗣𝗹𝗮𝗻𝗻𝗶𝗻𝗴 𝗖𝗮𝗱𝗲𝗻𝗰𝗲 Instead of rigid quarterly planning, they've adopted a "nested timeframe" approach: 1. Strategic Planning (Every 6 Months): - Create opportunity solution trees - Define key strategic bets - Align on major initiatives 2. Weekly Rhythm: - Monday: PM Loom updates (3-5 minutes each) - Wednesday: PM sparring sessions - Friday: "Dojo" sessions for deep dives 𝗙𝗮𝗰𝗲𝘁 𝗙𝗼𝘂𝗿 - 𝗧𝗵𝗲 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗖𝗼𝗻𝗻𝗲𝗰𝘁𝗶𝗼𝗻 𝗘𝗻𝗴𝗶𝗻𝗲 They stay connected. 1. Weekly PM Rotation: - One PM owns all feedback channels - Monitors community posts - Reviews support tickets - Catalogues sales feedback 2. Video-First Customer Understanding: - Every product decision includes customer video clips - Regular customer interview reels - Visual evidence over written summaries This allows PMs to have a near-Tanguy level knowledge and understanding of the product. 𝗙𝗮𝗰𝗲𝘁 𝗙𝗶𝘃𝗲 - 𝗕𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗶𝗻 𝗣𝘂𝗯𝗹𝗶𝗰 In a delightful bit of dogfooding, JPD uses their own product to manage their development process. Their public roadmap isn't just a marketing tool - it's their actual working document. This transparency creates an interesting dynamic: they're building a product management tool while publicly showing how they manage their own product. It's a level of authenticity that I find refreshing.

How often do we design with people, instead of for them? It’s easy to fall into the trap of thinking that creativity is something only designers hold the key to. But when we pause and engage with communities, we realize something powerful: Creativity thrives within the community itself—it just needs the right conditions to flourish. Take, for example, the Collective Action Toolkit (CAT) by Frog. It’s not just a tool; it’s a framework that empowers communities to solve problems by tapping into their collective strength. Through a series of activities—like clarifying goals and imagining new ideas—small groups around the world have used this toolkit to not only share their thoughts but to take decisive action that addresses their concerns. The beauty of this approach is in its adaptability. It’s not a one-size-fits-all model. Each group can mould it to fit their unique needs, ensuring that everyone’s voice is heard and valued. But collaboration, as we know, isn’t always easy. There’s often discomfort, sometimes even conflict, when differing ideas meet. Yet, as designers, navigating these challenges is where true progress happens. As Otto Scharmer and Peter Senge, leaders in organizational development, have shown, it's in this space of tension that new solutions are born. A recent contribution from @Design Impact offers a set of guiding principles for designers to keep in mind when working with communities. One of these, “Value me for who I am, not who I’m told to be,” resonates deeply. It’s a reminder that behind every design is a real person, with history, emotions, and passions. When we acknowledge that, we move beyond simply gathering feedback—we tap into real leadership within the community. At the end of the day, Social innovation isn’t just about creating a product or service. It’s about co-creating, about building alongside communities rather than handing down solutions. It’s about fostering a space where everyone’s creativity can shine, and where long-term, sustainable change is possible. Have you been part of a design process that values community leadership? What challenges—and opportunities—did you encounter along the way?

"I’ll never forget what one of my first VP of Demand Gen said during a meeting: ‘We’ve hit 4x our pipeline goal—so why do I feel so depressed?’" This isn’t just a one time story—it’s a feeling I’ve had throughout my career at Wandera, Hearsay, and beyond. Marketing would hit the numbers, but we’d still question if we were truly driving quality connections with our audience. At the time, I didn’t think much of it. We were doing all the right things: events, webinars, SDR outreach, dinners—you name it. But deep down, I knew what he meant. Marketing was running full speed ahead, but the pipeline didn’t feel… solid. We never really knew if the leads we worked so hard to generate were the right leads. It wasn’t until I interviewed the founders of Klaus, Kair Käsper, Martin Kõiva, a customer support software company on my podcast, that I finally understood what was missing. Their marketing playbook? Deceptively simple, but incredibly effective: 1️⃣ Be part of the community before you market to it. Before they even had a product, they were active members of a Slack group for support professionals. They weren’t promoting anything—they were just helping. 2️⃣ Build based on trust and understanding. When the time came to build their product, they naturally turned to the community for input. This deep understanding of their audience became the foundation of both their product and their marketing. 3️⃣ Engage with intent. Their community-driven approach meant that by the time they launched, they already had a built-in audience that trusted them. Content, AMAs, beta programs—everything resonated because it was grounded in deeply understanding the needs of their audience. Without spending heavily on marketing, they created awareness, trust, and high-converting leads. It was then I realised that great marketing is about creating deep, meaningful relationships with your audience beyond “building your audience.” And maybe that is the key to not being depressed over the metrics. Do you agree?

Customer Success Leaders—If you're not actively shaping the Product Roadmap, you're missing a critical opportunity. The most effective organizations don’t treat CS as a participant—they rely on it as a strategic partner. Product teams should be co-designing the future with their customers. That means: ✅ Understanding emerging use cases and evolving needs ✅ Enhancing the product based on real customer insights ✅ Prioritizing with business impact and revenue in mind In today’s market—where consolidation, cost-cutting, and efficiency are top priorities—building a product that truly solves business challenges is the difference between success and irrelevance. So, how do you drive better alignment between CS and Product? Here’s what I've seen work: 1️⃣ Lead with Data & Insights -Identify the most adopted and least adopted product features -Pinpoint where customers are dropping off and why -Find personas and use cases that drive the most value -Look for patterns and trends across your customer base 2️⃣ Support Data with Customer Stories -Conduct interviews and surveys to capture direct feedback -Dive into workflows and edge cases to understand nuances -Align product evolution with customer goals and business objectives 3️⃣ Prioritize Product Feedback Strategically -Leverage customer data to rank impact and urgency -Tie feedback to revenue—renewals, expansions, and upsells -Ensure recommendations align with the broader product vision 4️⃣ Maintain an Open Dialogue -Establish a structured collaboration rhythm (bi-weekly syncs, Slack channels, shared roadmaps) -Keep all teams informed on designs, timelines, and priorities -Be clear, concise, and adaptable—Product is balancing competing priorities across the org 5️⃣ Close the Loop—Every Time -Set clear expectations with customers early and often -Enable Product teams to engage directly with customers for firsthand learning -Continue gathering feedback even after launch (beta programs, customer advisory boards) At the end of the day, great products are built by teams who stay close to the customer. CS should not be a passive observer in product development—it should be a driving force. When you get this right, you influence retention, expansion, and advocacy. And that’s a business win. __________________ 📣 If you liked my post, you’ll love my newsletter. Every week I share learnings, advice and strategies from my experience going from CSM to CCO. Join 12k+ subscribers of The Journey and turn insights into action. Sign up on my profile.

Want to know why most products fail? They focus on features instead of people. They chase metrics instead of meaning. They build for users instead of communities. I've spent 15 years building community-driven products. Here are the 17 mindset shifts that actually matter: 1. You're not building a product You're enabling experiences 2. Features don't matter Solutions do 3. Stop selling Start serving 4. Community isn't a marketing channel It's your product's heartbeat 5. Feedback isn't criticism It's a gift 6. Don't chase perfection Chase relevance 7. Your first users aren't customers They're co-creators 8. Documentation isn't optional It's community empowerment 9. Every interaction is an opportunity Not a transaction 10. Community managers aren't support staff They're product leaders 11. Metrics matter less than stories Numbers don't create belonging 12. Speed isn't about being first It's about learning fastest 13. Competition isn't other products It's user indifference 14. Product roadmaps aren't contracts They're conversations 15. Success isn't market share It's community impact 16. Problems aren't setbacks They're community rallying points 17. You're not losing control You're gaining advocates Here's the truth: Building a product is easy. Building a community is hard. But that's exactly why it's worth doing. Your next product won't win because it has better features. It'll win because it creates belonging.

Community-Led Growth, a New Gear for Business In a crowded market, simply having a great product is no longer enough. The most successful and fastest-growing companies today are building more than just solutions; they are building communities around their users. This shift lift customers from cheque writers to advocates, shareholders and supporters. CLG is not a side project. It’s a core business engine that leverages a community to drive outcomes like customer acquisition, retention, and engagement. Unlike models that build from the solution, CLG starts with the user. A business utilising a strong community-led growth strategy is defined by several key features: The Community Flywheel: A powerful, compounding cycle where growth in the community directly fuels business growth, which in turn attracts even more members. User-Centric Feedback: Feedback is not just collected; it's shared organically among members, allowing the company to capture valuable, unfiltered insights that inform product, marketing, and sales teams. Cross-Functional Ownership: The responsibility for community engagement is shared across the entire organisation from product and marketing to sales and customer success not just siloed in one department. Champion Advocacy: The strategy intentionally identifies and empowers "champions" or prolific contributors, who become powerful brand advocates through their active participation and peer-to-peer support. Focus on Member-to-Member Interaction: The primary value of the community is designed to be the connections between members, not just their relationship with the company. This self-sustaining network drives deeper loyalty and a sense of shared value. Ultimately, CLG helps businesses build a durable competitive advantage. By putting the needs of the community first, companies can transform users into advocates, improve key business metrics, and build a lasting, authentic relationship with their customers. If you are building a more open investment landscape, where community, access and strong brand stories drive momentum, you can subscribe to my newsletter here on LinkedIn. It is where I share what we are learning as more people get the chance to back the businesses they believe in.

I recently grabbed coffee with a User Research Lead at a VC backed company who was brainstorming a community-led-growth strategy: building a product advisory council. When it comes to building community, you need to start by reflecting on the intersection of your business’s goals and aspirations, and needs of your customers. Asking the right questions can help clarify this alignment: 🚀 Business Goals • What is your mission or purpose? • What transformation are you trying to create for your customers or industry? • What are the most important jobs to be done? (e.g. gathering feedback, closing new customers)? ✨ Customer Aspirations • Who are your customers, and what are their goals? • What problems are they trying to solve? • What do they take pride in or value deeply? • What are their biggest frustrations or challenges? As we talked, one key takeaway emerged: for a product advisory council to thrive, it has to deliver meaningful value to its members. Whether that’s the opportunity to learn from peers, elevate their personal brand, or influence a product they care about, the council should be designed with clear incentives for participation. A great reminder that community-led growth starts with empathy and ends with shared success. If you're noodling on something and want someone to brainstorm with, I'd love to grab coffee! ☕