During an organisation’s initial years, the product team will essentially comprise of a few members faced with the difficulties typical of the startup phase, but as the organisation grows, the team size and product management practices will need to scale as well to achieve growth proportionate to that of the organisation.
Speed is of the essence for a startup and even more so when you are in a hyper-growth phase. As the business scales, every product manager will have to deal with multiple stakeholders. This is where your skills in conflict management and your ability to take tough decisions become critical.
Such decisions will involve trade-offs and not every stakeholder can be satisfied, but as a product manager, you have to implement the changes you find necessary in the interest of the business and to propel the speed of execution.
During the growth phase, a good practice that can be adopted is to decentralise the concept of feature building by dividing your existing team to sub-teams who will be responsible for the product they are allocated with. This approach will certainly aid faster decision-making, remove bureaucracy and drive accountability.
When there are multiple stakeholders depending on the product team to drive business outcomes, it becomes integral to create a culture of transparency on the specifications, timelines, issues, delays, etc. This will require a tool that can be adopted across the organisation, thereby initiating a big change from the startup environment where all this information was restricted to shared drives and group discussions to set expectations that are visible to the entire organisation.
Based on this context, the entire concept can be broken down into key points to get a detailed insight on scaling the product management vertical in a startup.