What are growth loops? 

Growth loops are an evolution from the idea of typical marketing funnels. It’s all built around maintaining a continuous cycle of input, action, and output.

See, imagine your typical growth funnel. For it to be effective, you need to shovel in loads of leads and users at the top. Once they reach the bottom, great – you’ve got a customer, but to keep the funnel effective you need to go out and get fresh input, otherwise, the funnel runs dry.

The idea of a growth loop is that the output is then fed back into the machine, being used to drive more acquisition or growth. Each cycle feeds into the next.

It’s like making flour. You take the wheat (input), grind it all up in a mill (action), and then get flour (output). Now, you could just stop there and shovel flour in your mouth, or you can put it into another loop where you turn that flour into the much tastier bread. The first output has become the next cycle’s input.

In its essence, the growth loop is pretty simple. Just three main sections:

• Input: This is the starting point where users entire the loop. Strategies to get them into the loop can include your marketing or product-led growth tactics. Essentially, it’s how new users discover your product or service.
• Action: Once users are in the loop, they take specific actions that allow them to engage with and extract the value proposition from your product. For example, signing up for a trial, sharing a link with their network, or trying out a new feature. This step is where the magic happens.
• Output: This is where the real power of the growth loop comes into play. Outputs often take the form of new users, additional engagement, or revenue, and they feed back into the loop to create more inputs.

Growth loops vs AAARR funnel

Growth loops have developed as a fresh alternative to pirate metrics and the funnel that they create, but what brought about this evolution? The AAARR framework has been the dominant model for analyzing user growth for years, breaking down the customer journey into five linear stages:

1. Acquisition
2. Activation 
3. Retention 
4. Referral 
5. Revenue

It’s a great way to measure and optimize the key points in a traditional funnel. But as in life, things change – users are now more complex and behave differently and require a different framework that reflects this.

Growth loops are designed to tackle several core weaknesses of the AAARR funnel while offering benefits that suit the growing shift to product-led GTM. To understand this change, let’s break down the issues with pirate metrics.

What are the problems with the AAARR funnel?

Siloed team structures

One of the biggest challenges with the AAARR framework is how it creates functional silos within an organization. Each team, be it Marketing, Product, Sales, or Customer Success, is typically responsible for a single stage of the funnel, with their performance tied to metrics within that stage.

For instance, Marketing might focus on maximizing leads at the acquisition stage, while your Product Team focuses on keeping those leads in the product during the retention stage. This structure often results in a box-ticking mindset, where everyone is focused on individual metrics for their specific team and not the overall North Star metric that should be guiding everything that they do.

In short, this funnel approach can create disjointed teams.

One-directional growth

Funnels, by design, are linear and end at the revenue stage. Once a user has completed their journey through the funnel, their value to the company essentially plateaus.

Yeah, it’s great to have a customer chilling out, enjoying your product, and renewing every year, but if everyone is doing that you’re just treading water. You’re not using these potential champions to drive further growth.

There’s no built-in mechanism to harness these users to bring in others. This makes the model highly dependent on continually adding new users at the top – a costly and resource-intensive approach.

High maintenance costs

Maintaining momentum in an AAARR funnel requires constant effort and investment. Paid ads, cold outreach, and other acquisition-heavy tactics dominate the strategy, making growth dependent on how much you’re willing to spend. 

Without fresh inputs, the funnel slows to a halt, so you’re in a constant battle of making sure you’ve got enough leads at the top of the funnel to keep everyone else well-satiated. That’s a major cause of anxiety for marketing teams!

Thankfully, a growth loop can address these problems.

What makes growth loops so good? 

Self-sustaining, compounding growth

Growth loops are inherently circular. Instead of ending at a conversion point, they reinvest user actions and outputs back into the system to attract more users. 

For example, a common growth loop tactic is to encourage a satisfied customer to refer a new user, who then repeats the cycle. Over time, this creates a compounding effect, where each loop amplifies the next. The result? Sustainable growth that doesn’t rely on an ever-expanding budget.

Cost-effective acquisition

Unlike funnels, which prioritize top-heavy acquisition strategies, growth loops make use of existing users to fuel new growth. 

There are so many tactics to achieve this, such as tapping into mechanisms like referrals, user-generated content, or network effects, lowering the cost of acquisition. 

This approach aligns with the principle that retaining and engaging current users is far cheaper than constantly acquiring new ones and it turns these engaged customers into little sales reps of their own.

Breaking down silos

Growth loops encourage cross-functional collaboration. Instead of departments focusing solely on their slice of the funnel, teams must work together to optimize the entire loop. This means Product, Marketing, and Customer Success and Support work in unison, aligning on common goals rather than being blinkered to their team metric alone.

This unified alignment makes everyone more efficient, creating a cross-functional collaboration that works for all.

What are the different types of growth loops?

Growth loops can be unique to each and every company using them. That said, many conform to a certain type, depending on the desired goal, or the driving force behind the growth loop (i.e. what’s going to encourage that growth).

Here’s a look at the main types of growth loops you can deploy, with more information on some of the tactics associated with them: 

Product-led growth loops

Product-led growth (PLG) loops use the product itself as the main engine for user acquisition, retention, and expansion. The focus is on delivering exceptional value that drives users to adopt, engage, and recommend the product organically.

The product is both the driver and beneficiary of this loop, so consistent iteration is important. Metrics to track include product usage rates, feature adoption rate, and user feedback scores. 

Here are some examples of various product-led growth loops:

Acquisition growth loops

Acquisition growth loops focus on bringing in new users by capitalizing on the actions of existing ones. At its core, this loop relies on a cycle where users experience value from a product, share it with others, and attract more users who repeat the process.

To implement an acquisition loop:

• Make it easy for users to share your product or invite others.
• Highlight the value or benefits of sharing, such as enhancing collaboration or access to exclusive features.
• Create tools or prompts that naturally encourage sharing, like referral programs or social sharing buttons.

The success of this loop hinges on seamless user experiences and a compelling reason for users to spread the word, such as rewards and incentives for doing so. 

This type of growth loop works particularly well for products like collaboration or file-sharing tools, where one user may be using the product to share something with a colleague, inadvertently inviting them to engage with the product too.

Engagement and retention loops

Engagement and retention loops aim to deepen user satisfaction and reduce customer churn by keeping users actively engaged. These loops build momentum by ensuring users consistently experience value, fostering loyalty and advocacy.

To create engagement and retention loops:

• Identify your product’s wow moment and ensure users reach it quickly.
• Continuously add value through feature updates, personalized recommendations, or engaging content.
• Build mechanisms that reward consistent usage, such as streaks, progress tracking, or in-app achievements.
• Encourage these high-usage, well-engaged users to post reviews, share their experiences or work with you on case studies and testimonials.

To achieve this sort of growth loop you need to have a laser focus on user-centric design and pay extremely close attention to your customer feedback, making sure you’re responding to it and delivering exactly what your users need. 

Then, to close this loop and keep the process cycling through, you need to encourage the highly engaged users your efforts have created to spread the word with referrals and reviews, becoming your product advocates.

Expansion growth loops

Expansion growth loops focus on increasing revenue by selling more to your existing user base. These loops often rely on upselling, cross-selling, or introducing add-ons that complement the user’s current plan or usage level.

These loops work best when you have a tiered product pricing strategy or have a modular approach where users can pick and choose what features they want.

To develop expansion loops:

• Offer tiered pricing plans or premium features that scale with user needs.
• Analyze user behavior to identify when they’re likely to upgrade or purchase additional features.
• Use in-app messaging or targeted campaigns to promote relevant add-ons or higher-tier plans.

The key to a successful expansion loop is ensuring users see clear value in upgrading. You can show this value with a reverse trial and effective user onboarding techniques in your product tour. 

Viral growth loops

Viral growth loops are built around encouraging users to share your product widely, creating a self-sustaining cycle of user acquisition. This loop relies on human connections and the natural tendency to share experiences.

To design a viral growth loop:

• Make sharing effortless by integrating social sharing features or invite systems directly into your product.
• Leverage organic sharing and network effects into your product.
• Ensure the product offers inherent value that users want to share with their networks.

These sound pretty similar to acquisition growth loops don’t they, so what’s the difference here? Well, viral growth loops are designed where the product is spread naturally: sharing the product is part of its design. 

Acquisition growth loops are more deliberate, where you’re encouraging current users to bring in new users through things like incentives. 

So a SaaS product offering rewards for a referral is an acquisition growth loop, whereas communication products or social media platforms that need you to connect with other users to experience value will use a viral growth loop. 

Acquisition growth loops focus on consistently bringing in new users through intentional actions like referrals or incentives, creating a steady and repeatable growth cycle. In contrast, viral growth loops rely on existing users to share the product organically, leveraging network effects and natural behaviors to spread quickly, often with less control. 

While acquisition loops are predictable and incentive-driven, viral loops can scale faster but are harder to engineer

For a viral loop to succeed, the product must resonate strongly with users and have built-in mechanisms that amplify its spread. Metrics like viral coefficient (the number of new users brought in by existing users) and referral activity are key to measuring its effectiveness.

Content-led growth loops

Content-led growth loops harness the power of content to attract, engage, and retain users. This loop thrives on creating valuable, shareable, and discoverable content that connects with your target audience and aligns with their needs.

To create a content-led growth loop:

• Develop high-quality, relevant content that addresses your audience’s pain points or interests.
• Leverage distribution channels like search engines, social media, and newsletters to reach more users.
• Use your content to showcase the product’s value, embedding it naturally within the user’s journey.

Sustaining this loop requires a strong content strategy and consistent output. Key metrics to focus on through this growth loop include content engagement, website traffic, and conversion rates from content to product users.

Is a growth loop different from a flywheel? 

A flywheel is a concept borrowed from mechanics – think of a heavy wheel that takes significant effort to get moving. But once it gains momentum, it spins faster and more efficiently, requiring less energy to maintain. In growth terms, a flywheel describes the compounding effects of multiple systems (or loops) working together to create sustainable, long-term growth.

Here’s where growth loops come in: they’re the individual, self-sustaining cycles that fuel the flywheel. A growth loop has a clear input, a process, and an output which feeds back into the loop. For example, a user sharing content brings in new users, who then share more content, driving further growth.

Now, a flywheel connects multiple growth loops into a bigger, integrated system. Instead of relying on linear strategies, the flywheel leverages the combined momentum of loops to generate exponential growth. For example:

1. Content drives organic traffic new users join.
2. New users generate data   better personalization.
3. Personalization improves user experience users stay longer and share.

These are linking separate growth loops into a combined system.

Initially, you need significant effort to build the loops and align them into a cohesive flywheel. But as these loops begin reinforcing one another, the flywheel builds momentum, requiring less energy to sustain growth.

The key difference? Growth loops are smaller, measurable cycles driving individual gains, while a flywheel is the holistic, compounding system that connects these loops into an unstoppable momentum. Loops are the parts, and the flywheel is the machine that turns them into lasting growth.

Examples of successful growth loops

It’s hard to talk about growth loops without exploring examples of them in practice. Each loop is unique to each company, so it’s tough to get a full understanding when generalizing the framework. 

Here’s a look at how three major companies that you’ll probably recognize used growth loops to massively influence their growth. 

Netflix 

Netflix’s retention-focused growth loop is a masterclass in using data to fuel engagement. The loop begins with a new user signing up. Once onboarded, Netflix uses its extensive recommendation engine to analyze viewing habits and suggest highly personalized recommendations based on what a user has engaged with before. 

This improves the value of the service, ensuring that users get a customized experience. This keeps them around and on the platform – boosting retention numbers – while also making them more likely to refer others.

The loop unfolds like this:

• Input: A new user joins Netflix and watches a few things.
• Action: Netflix analyzes viewing habits to suggest suitable content. 
• Output: The user enjoys recommended content and continues to use the platform.

The trick here is that each time a customer goes through this recommendation loop, the stronger it gets. The platform reinvests the data from user interactions to continuously refine its recommendation engine. 

The more users Netflix has, the better these algorithms perform, rewarding users who stick with the service by improving the experience they receive. This compounding effect not only sustains engagement but also ensures that Netflix remains top-of-mind in the competitive streaming market, feeding the growth loop. 

Slack 

Slack thrives on a viral growth loop powered by collaboration and invitation. At the heart of this loop is Slack Connect, a feature that allows users to join or invite others into shared channels. 

This approach reduces barriers for new users, as they don’t need their own team or organization to give Slack a go. By participating in other teams’ Slack channels, invited users naturally become familiar with the platform, building affinity and curiosity for using it in their own professional environments.

Here’s how the loop works:

• Input: Initial users start using Slack for better communication.
• Action: These users create channels and invite others, introducing Slack to new audiences.
• Output: Invited users try Slack, recognize its value, and later adopt it for their own teams.

From here, these new users can refer other users, and the cycle continues. With this method, every new user becomes a potential advocate, inviting even more users. 

This continuous loop of value discovery and sharing drives Slack’s viral adoption, compounding its growth in a way that wouldn’t be possible without using growth loops.

Pinterest

Pinterest makes use of search engines to create an acquisition growth loop to grow its user base and retain engagement. The process starts when a user signs up or returns to the platform and is greeted with a personalized feed of relevant content. This content inspires users to pin or save items, signaling their preferences to Pinterest’s algorithm. 

In turn, these actions enhance Pinterest’s content distribution across search engines, making the platform’s pins discoverable to a wider audience, which attracts even more users.

The loop functions as follows:

• Input: A user signs up or revisits Pinterest.
• Action: They interact with the platform by saving or repinning content, providing Pinterest with valuable quality signals.
• Output: Pinterest’s distribution algorithms surface this content to search engines, attracting more users who sign up or return.

Pinterest’s loop is a perfect example of user activity feeding into a broader ecosystem. By repurposing user interactions to optimize content visibility in search engines, Pinterest ensures that its platform and the content on it are always being discovered by new users. 

How to create your own growth loop 

The transition from AAARR funnels to growth loops is a tough one, and it can be scary to step away from something that you’ve tried and tested over the years. 

Here are some steps to help you build a powerful growth loop for your own product that has enough juice to fuel your entire growth strategy. 

Step 1: Understand your ideal users

Building an effective growth loop starts with a clear understanding of who you’re building for. After all, your loop is only going to work if the right people are in it.

Tools like user personas or customer segmentation can help clarify this. Without knowing your audience, any effort spent on growth loops will feel like trying to hit a bullseye while blindfolded.

Once you have a clear image of your ideal users, you can build your growth loop to meet their specific needs. 

For example, LinkedIn knew their ideal users – young professionals – valued expanding their networks and gaining visibility in their fields. This informed their decision to create growth loops centered around free content-sharing and networking tools. By matching the growth loop with what users already value, LinkedIn created an organic, user-driven cycle of engagement and growth.

Step 2: Map the user journey

Growth loops don’t exist in isolation, they should be in tune with your user journey. Start by identifying all the key touchpoints where users interact with your product. These touchpoints can include signing up, engaging with content, referring others, or even leaving reviews. 

The goal is to understand where users naturally spend their time and how you can optimize those interactions to trigger your growth loop.

By mapping these paths, you’ll see where the most significant opportunities lie. For example, if many users arrive via social media, you might prioritize creating a viral loop that encourages sharing on those platforms. This user story mapping ensures your growth loop ties in seamlessly into the broader user journey.

Step 3: Choose the right type of growth loop 

Choosing the right growth loop depends on your product and audience. Different loops work for different situations, so take the time to understand which type aligns with your goals. 

A viral loop, for instance, focuses on user-generated content or referrals, creating a cycle of new users bringing in more users. These loops work well for consumer products like social media platforms or content apps by encouraging easy sharing and delivering value to both the sharer and the recipient.

Engagement and retention loops, on the other hand, focus on keeping users active and loyal. Strategies like a gamified product tour, personalized recommendations, or exclusive content encourage repeated interactions. While viral loops drive growth, engagement loops ensure users stick around, so you need to choose what works for your users and what works for you.

Step 4: Define success metrics

Growth loops are about driving measurable results. Start by identifying the metrics that will indicate success. These might include referral rates, retention rates, or the number of new users generated per loop cycle. Output metrics serve as your compass, showing you whether your loop is doing what you want it to.

Establishing these product benchmarks not only helps you evaluate the loop’s success but also gives you a framework to optimize performance over time.

Step 5: Design the growth loop

Take the time to map out your chosen growth loop with your team. Collaboration tools like whiteboards or workflow software can help you model the steps and test assumptions. Be detailed: specify how each stage flows into the next, and identify any bottlenecks that could disrupt the cycle. 

A clearly defined loop ensures everyone on your team understands the mechanics behind your growth strategy, helping them to effectively contribute to its success. 

Step 6: Optimize time to value

Time to value (TTV) is the time it takes for a user to experience the core benefits of your product. A shorter TTV means a more effective growth loop. 

Identify the key moments in the user journey where value is found and focus on making those moments as seamless as possible.

For example, if your product makes use of onboarding software, streamline the process so users can achieve their first success quickly. This might mean simplifying signups, offering interactive tutorials, or providing templates that make their first use productive. 

The faster users experience value, the more likely they are to participate in actions that fuel the growth loop.

Step 7: Implement and test

Once your growth loop is designed, ship it. Start small. Choose a single segment of users to test the loop and observe its performance. 

This controlled rollout helps you gather insights without committing large resources to an untested strategy. For instance, you could target power users first, as they’re more likely to engage with new features or incentives.

Testing should include analyzing metrics and gathering qualitative feedback. Are users engaging with the loop as expected? Are there any drop-off points? Use this data to tweak the design and optimize performance. An iterative approach of continuous discovery makes sure your growth loop evolves alongside your users’ needs and behaviors.

Around and around we go

Growth loops are a great framework for building compounding growth. Unlike funnels that demand constant and fresh input, the idea of growth loops is that they’re self-sustaining. Each output isn’t the end; it’s the start of something new, feeding directly into the loop and propelling it forward.

There are many different types of growth loops, depending on your end goal. Be it acquisition, retention, or expansion, there are many tactics you can use to fuel this loop. 

For Product Managers, growth loops are a reminder to think beyond one-off wins. They challenge you to build strategies that deliver continuous value, ensuring every step of the process improves the next. 

Whether you’re refining user onboarding, designing a viral referral system, or using content to reach new audiences, growth loops create a cycle that keeps on giving. 

The loop keeps spinning, and from that, your product evolves and improves. 

Need a tool to help you build a product that keeps getting better and better? ProdPad will help you communicate your roadmaps, prioritize the best features, and keep your entire team aligned to deliver growth like never before. 

See for yourself with a personal demo.

The post Growth Loops: How to use them in Product Management appeared first on ProdPad.

As humans, we always want more. The newest clothes, the shiniest gadget, to visit new places. We’re conditioned to want the next big thing. That’s okay in regular life (providing you can afford it ), but it can be a massive problem in Product Management. 

Why? Let’s have a deeper look at shiny object syndrome, and uncover why it’s an issue that you really don’t want to face. 

What is shiny object syndrome? 

Shiny object syndrome (SOS) describes a compulsion to fixate on what’s new and drop everything you’ve worked hard on, to instead pivot a trendy idea or feature that’s going to “take the world by storm”. 

It’s where you, or those who are making the decisions above you, are drawn to new technologies that promise excitement, but that may not be the best option for you right now.

It’s like a cat following a beam of light on the wall fixated on this shiny dot wiggling around, pulling the poor animal in multiple directions as if in a trance. Like the cat, falling foul of shiny object syndrome can lead your product team astray. Away from the predefined product vision and into untested waters. 

In practice, shiny object syndrome leads teams to prioritize new features simply because they’re based on novel and innovative ideas and ignore the previously validated solutions that are more likely to meet the user’s needs. It’s the temptation to be on the cutting edge instead of double-downing on what really matters. 

It’s easy to fall into the trap of shiny object syndrome. Product teams and CEOs want the product to stand out and not fall behind. So, when a buzz is generated over a new idea in your industry, it can be easy to race in and integrate it to stay current. 

But that’s super dangerous. Not every great new innovation amounts to anything, and suddenly, thanks to shiny object syndrome, you’ve backed the wrong horse. 

To put it another way, shiny object syndrome is when your product strategy loses focus and starts drifting to whatever seems most existing in the moment, pulling you away from delivering what’s actually valuable and more likely to work.

Why is shiny object syndrome a bad thing?

What’s so bad with wanting to make sure your product includes the newest trends? Who doesn’t want to explore new and exciting opportunities that could lead to bigger and better things?

Well, it’s because of that ‘could’. These new ideas haven’t been validated, they haven’t been tested, yet shiny object syndrome makes you want to dive in head first. It makes you prioritize the new idea simply because it is the newest. 

Suddenly shifting to a new idea, never seen before on your roadmap, can wreak havoc on your team, and overall strategy, especially if it’s done for the wrong reasons. This tendency to get distracted undermines the core principles of focus and customer value, often turning promising plans into chaos.

Of course, a key principle of agile working is that you’re able to be adaptable and explore and try new things. You need to be open to experimentation and iterating on what you already have. You don’t want to be completely rigid and welded to your roadmap.

But dropping everything to chase an unvalidated shiny object is not the best way to go about things. You’ve put time and effort into your original plan – it’s not worth the waste of resources to jump on something new without first checking if that new thing is worth your time. 

Because for all you know, you could be jumping from a lifeboat onto the Titanic. Blindly following the whims of someone with shiny object syndrome may lead you onto a sinking ship – and we’ll get to an example where that happened in the past. 

That’s just one of the main dangers of SOS, but there’s so many more, like:

• Delayed product launches: If you’re trying to get a new product to market, SOS pushes delivery further out as teams constantly pivot to incorporate the shiny new ideas. Every detour delays your time to market, potentially leaving you behind competitors.
• Derailed product development: Prioritizing shiny objects over existing work can force teams to have to scrap or reevaluate what’s in-flight and rework entire roadmaps, leading to chaotic development cycles and, in extreme cases, a full pivot strategy.
• Wasted resources: The time, money, and effort spent researching, assessing, and possibly implementing ideas brought about through shiny new objective syndrome often yield little ROI. This misallocation of resources detracts from core initiatives.
• Sowing doubts: Frequent changes in direction, without solid reasoning, create uncertainty among team members. When they suspect that plans might change on a whim, motivation and commitment to current goals can drop.
• Feature creep: SOS frequently results in piling on features for novelty’s sake, diluting the product’s unique selling proposition (USP) and making it harder for users to navigate or find value.
• Poor user value: Shiny objects often fail to address real customer needs. Customers might find the new features flashy but ultimately irrelevant, eroding trust in your product. If the shiny object is so new and fresh, customers might not even have a need for it yet. Don’t build personalized rockets before people have a need to fly to the moon. 

Who’s most vulnerable to shiny object syndrome? 

Shiny object syndrome is a quote-on-quote ‘disease’ that anyone in the Product Team can get, but just like how pirates were most vulnerable to scurvy, one group is far more vulnerable to the siren-like pull of the potential next big thing. Those are your C-suite and executive-level folk. 

But why? Well, the more senior you get, the less involved in your own product you become. Instead, you’re looking outwards at what others are doing, seeking opportunities for growth, and keeping tabs on new trends.

They’re less entrenched in the day-to-day realities of the product and its customers, which makes them more likely to be captivated by the latest tech buzzwords or the flashy ideas circulating in journals and at conferences. So it makes sense that when a new, exciting thing is introduced, your C-suites are going to be salivating at the opportunity to jump on that to stay ahead. 

Now, annoyingly, the last person you want to get shiny object syndrome is your C-suite stakeholders. If you as a PM become enamored with a shiny new idea, you have a whole team around you who will want to validate it and get evidence for it. This isn’t always the case if it’s your C-suite, thanks to the reality of HiPPO. 

HiPPO stands for the highest-paid person’s opinion. In many organizations, the idea of HiPPO reigns. Seniority and authority often mean that when executives express enthusiasm for an idea, teams feel compelled to act, whether it aligns with the strategy or not. 

HiPPOs with shiny object syndrome can spark off fire drills, derailed priorities, and a scramble for resources all in pursuit of something that might not even serve the product or its customers.

If the C-suite exec really wants to explore a new technology and shiny object, it’s hard to tell them no. 

Thankfully there are tactics you can deploy as a Product Manager to diplomatically dim the brightness of the shiny object without putting yourself in the line of fire – we’ll cover that in just a second.

Signs you’re dealing with shiny object syndrome

We’ll be honest, if your team is already infested with shiny object syndrome, you’ll know about it. Your attention is going to be pulled from your original, optimized plan to something that’s new and in its formative stages. That’s going to be a bumpy transition. 

Here are some major warning signs that a decision-maker (or team) is grappling with shiny object syndrome:

1. Undelivered projects: Plans are constantly being made but rarely completed. Your backlog of ‘great ideas’ keeps growing while deliverables stall.
2. Slow progress: Shiny distractions divert attention from roadmap work, leading to blown timeframes and super slow delivery of those carefully validated initiatives.
3. Constantly changing goals: Roadmaps, OKRs, and strategic objectives are in a perpetual state of flux as the team chases after the newest idea.
4. Excitement over execution: There’s far more enthusiasm for brainstorming the next big thing than for executing or iterating on existing plans.
5. Conflicting directives: One day it’s “build this new feature,” the next it’s “optimize for SEO.” Priorities seem to flip with the wind, creating confusion.
6. Lower feature adoption metrics: Existing features get launched but lack traction because they were hastily developed or poorly aligned with customer needs.
7. Lack of long-term strategy: Instead of working toward a cohesive vision, the team finds itself bouncing between short-term initiatives that never truly gel.
8. Customer disconnect: New features or ideas don’t resonate with customers, leaving them underwhelmed or confused about the product’s direction.

Spotting these early signs can save your team from the worst effects of shiny object syndrome. Once you’ve identified the problem, you can begin implementing strategies to steer focus back where it belongs: on delivering value to your customers.

How to protect yourself from shiny object syndrome

Preventing shiny object syndrome is like keeping a magpie away from glittering treasures and takes discipline and a solid plan. Here’s how you can stop it in its tracks, for both yourself and your executives:

1. Create a validation process

Make it hard for the C-suite to shift the focus. Establish a formal system for vetting new ideas. Not every new technology or market trend deserves your immediate attention. Build a checklist or framework to evaluate whether the shiny object aligns with your company’s strategy, goals, and roadmap. Tools like opportunity solution trees or the RICE scoring method can help prioritize without derailing your focus.

Doing this keeps you open to new ideas without forcing your team to jump on them straight away without checking if they’re viable first. 

2. Set expectations early

Define the rules of engagement around your product roadmap. Regularly communicate its purpose to stakeholders: it’s a living document that transforms strategy into actionable goals. Reinforce that every idea must go through the same prioritization process to ensure fairness and alignment.

Share your roadmap regularly with your stakeholders so that they understand what you’re working on, what’s got your attention, and where your resources are being spent. 

When sharing your roadmap, add some evidence as to why you’re doing it, and the expected benefits. Tie these to overall business goals to ensure you have continuous buy-in and reduce the chance of a new idea coming in to derail everything.

Using ProdPad to communicate your product roadmap will make this infinitely easier. All Roadmap Initiatives in ProdPad are linked to your Objectives and Key Results, are structured around problems to solve, clearly display their prioritization scoring and have related customer Feedback linked to them. 

Take a look in our live sandbox environment to see what that looks like. 

3. Build a feedback channel

Create structured ways for stakeholders to submit ideas without hijacking current plans. A standardized submission process ensures all inputs are considered while keeping chaos at bay. A central hub for suggestions fosters transparency and accountability, giving shiny objects their moment without jumping the queue.

We’ve done some of the hard work for you here. Download our Ideas and feedback submission guidelines to create the perfect process for your team. 

How to undo the damage of shiny object syndrome 

Prevention is better than a cure, but sometimes, you can be in the middle of dealing with the repercussions of shiny object syndrome, be it via your misjudgment or from those higher up. So what do you do now? 

Thankfully, there is an antidote that you can swallow to help get through this and get you back on track with your original plan and roadmap. Some tactics include: 

1. Spotlight the issues with the shiny object

Often, shiny objects are enticing because their flaws aren’t immediately visible. Take the time to highlight potential risks, costs, or feasibility issues. This can help deflate unwarranted enthusiasm and refocus attention on the bigger picture.

2. Revisit your goals

Bring the conversation back to your organizational objectives. If the shiny object doesn’t accelerate or simplify progress toward these goals, it’s easier to deprioritize. 

Show how your current roadmap already delivers on these targets and promise to revisit the idea after current milestones are achieved.

3. Emphasize the cost of delay

Every minute spent chasing a shiny object is time taken from delivering value through your existing priorities. 

Communicate the trade-offs clearly: what gets bumped, what’s delayed, and the downstream impacts on team morale and revenue.

4. Highlight the finish line

If your current roadmap is already in progress, emphasize how close you are to delivering value. This not only boosts morale but also makes shiny distractions less tempting. Promise to give the new idea its fair share of attention once the current plan is completed.

5. Take pride in your plan

Remind stakeholders of the effort, strategy, and collaboration that went into crafting the current roadmap. It’s a plan designed to deliver results and it deserves the chance to prove its worth. 

How to tell the difference between a shiny object and a genuine market shift? 

Listen, one thing I don’t want to do here is make you think that you should dismiss every new change and idea as a shiny object that should be ignored. Because if every new idea is written off, then there’ll be no progress. Sometimes a new idea represents a genuine paradigm shift, the kind of changes that reshape entire industries. 

Ignoring those can leave you stuck in the past while your competitors race ahead. This is the tightrope that many founders and CEOs need to walk: 

Don’t get too excited by something new, yet don’t ignore it and get left in the dust as others hop on. 

In the past, there have been loads of examples of businesses dismissing a genuine trend as a shiny object and thus paying the price. Remember Blockbuster? Back in 2010, no one could have imagined a world where the iconic Friday-night DVD rental ritual didn’t exist. But alas streaming came along, they didn’t act on it, and now there’s only one novelty Blockbuster store left in Oregon, serving more as a relic than a genuine store.

And then there’s AI. At first dismissed as a gimmick but now poised to be one of the biggest industry sectors in the world, ready to redefine everything from healthcare to software development. 

So, to protect yourself from shiny object syndrome, how on earth can you tell if a new trend is going to stick around or not? How do you separate the fleeting sparkles from the game-changing glow? 

Well, you want to make sure that these new ideas have: 

• Widespread adoption: Trends that gain traction across multiple industries often signal something bigger. Think cloud computing or mobile-first design, innovations that found applications everywhere.
• Customer demand: Genuine shifts solve real problems or open up new possibilities for your users. Pay attention to whether your customers are asking for something or if you’re simply chasing buzz.
• Clear business cases: Can this trend clearly improve your product or service? If it doesn’t address a pain point or elevate your offering, it might just be a distraction.
• Industry endorsement: When respected voices in your field start aligning around a trend, it’s worth digging deeper. Look for signs like venture capital funding, major partnerships, or wide-scale implementation.
• Durability: Does the trend have staying power? If it’s tied to broader shifts in consumer behavior or technology, it’s more likely to last.

But here’s the most important thing. Even if you recognize a genuine shift, it doesn’t mean you should dive in headfirst. 

Market shifts might change the landscape, but not every shift is right for your product or your customers. Protecting yourself from shiny object syndrome isn’t about knowing what’s going to be a hit. It’s about not letting that potential hit derail you from what you already have planned. 

Take AI, as undeniably transformative as it is, it might not be the best idea if it doesn’t add value to your customers. No one will care if you have an AI toaster if it burns your toast. 

That’s the trick with shiny object syndrome. Even if it’s the shiniest, brightest thing in the world, if it doesn’t work with what you’re trying to do and improve the experience of the customers you’re trying to serve, it may as well be a broken lightbulb. 

Jumping in without doing this groundwork can leave you with a shiny feature no one wants—or worse, one that actively detracts from your product’s usability.

Ultimately, staying ahead isn’t about hopping on every bandwagon. It’s about building something meaningful, even when the next shiny object comes along.

Avoid distractions 

Shiny object syndrome is a real threat to Product Managers trying to stay focused on delivering long-term value. While it’s tempting to chase the latest shiny trends, doing so can easily derail your roadmap, waste resources, and leave your product lacking in the areas that truly matter. 

The key to defending against this distraction is a clear, disciplined approach to validation, stakeholder alignment, and maintaining focus on your core strategy. By setting expectations early, creating a transparent feedback channel, and consistently reminding everyone of the bigger picture, you can avoid being pulled off course by the next big thing.

One of the most effective ways to stay grounded and keep all stakeholders aligned is by using tools like ProdPad. ProdPad ensures that your product roadmap is a living document that everyone can access and understand. 

With all stakeholders able to view and contribute to the roadmap, you can showcase the validation and reasoning behind every decision. This visibility helps prevent distractions and gives everyone clarity on what’s being worked on, why it matters, and what comes next.

Want to ensure your team stays focused on what really matters? Start a free trial with ProdPad and see how clear, accessible roadmaps can help you maintain focus while keeping your stakeholders informed and engaged.

The post Shiny Object Syndrome: Defending Against it as a Product Manager appeared first on ProdPad.

Our Complete list of Product Management frameworks

Let’s do it. 16 worthwhile Product Management frameworks. Explained and listed out for you so that you know what models are worth turning to. This list is not exhaustive. If it was, we’d be here all day. And because of that, if you know of a Product Management framework that’s really helping you out that we don’t cover here, tell us. Please. We’d love to know.

To make things easier, we’ve even gone and organized it based on what you’re using the frameworks for. Click from this list below to skip down to the types of frameworks you’re looking for. 

Product Management Frameworks for Prioritization

In the grand scheme of things, you’ll find that most Product Management frameworks are going to be focused on prioritization in one way or another. That makes sense, figuring out what’s most important to work on is a major part of Product Management.

Here’s a quick overview of some of the most important, but there are sooooo many more you can use. Get a better sense of the power of Prioritization Frameworks by downloading our ebook below. There you’ll be able to learn multiple nifty ways to prioritize. Check it out below:

RICE scoring

Potential features or ideas aren’t just categorically ‘good’ or ‘bad’. There are multiple factors that all come together to dictate if it’s something you should pursue. RICE scoring helps you collate all these factors and pump out an actionable score to help you see what’s the best stuff to work on.

To do RICE scoring, you need to first give a score, typically out of 10, on these four areas:

• Reach: How many users will this feature or update affect?
• Impact: How significantly will it improve their experience?
• Confidence: How sure are we about the above estimates?
• Effort: How much work is required to implement it?

Oh, would you look at that, the first letters of each word spell R.I.C.E, who would have thought? From here, you can then work out your RICE score by plugging it into the pretty straightforward formula: 

With RICE scores generated for each of your new ideas, you can then compare them against each other to see which ones have the most potential to move the needle with the least amount of effort.

Of course, there’s WAY more to RICE scoring. Good job we’ve put together this glossary article so you can learn more: 

Weighted impact scoring

Weighted impact scoring is another Product Management framework that helps you work out the best things to focus on based on different factors. What makes this different from RICE scoring is that these different factors are weighted depending on what’s most important to you. Because certain factors are simply more important than others.

For example, say your team really values something that has high customer demand and doesn’t care as much about its technical feasibility. You can illustrate that with weighted scoring, meaning that the value you give to customer demand has a higher impact on the final score.

To do weighted scoring, you’ll follow a process like this: 

1. Identify criteria: Define the key factors influencing success, such as market demand, customer impact, cost, or technical feasibility.
2. Assign weights: Allocate importance to each item, making sure that the total equals 100%. For instance, market demand might carry 40% weight, while cost might have 20%.
3. Score ideas: Rate each idea against the criteria on a consistent scale, such as 1 to 10. A higher score indicates a better alignment with the criteria you’ve created.
4. Calculate weighted scores: Multiply each idea’s score by its corresponding weight, then add the results to generate a total weighted score.
5. Rank ideas: Use the total scores to rank options. The highest-scoring ideas are prioritized for implementation while low-scoring ones can be deprioritized or excluded.

By following these steps, you’ll get something like this: 

In this example, it’s clear that Product Idea 2 is the best to work on first and will provide the biggest impact. Learn more about Weighted Scoring in our full glossary article: 

Kano Model

The Kano Model is a survey that allows PMs to work out what features are most important to their customers, allowing them to prioritize feature development and improvements. In this survey, you’ll ask two sets of questions about your feature ideas: 

• How would you feel if we added this feature?
• How would you feel if this feature was missing?

Users can respond by ticking one of five options that range from “I like it” to “I dislike it”. From these answers, you can then categorize your ideas or existing features based on what users like and dislike, helping you know what to drop and what to focus your efforts on in the future. Through this survey, you’ll be able to categorize your features or ideas into 5 sections: 

1. Basic: Must-haves that users expect.
2. Performance: Features that increase satisfaction the more they’re improved.
3. Delighters: Unexpected features that delight users.
4. Indifferent: Features users don’t care about.
5. Dissatisfiers: Features that frustrate users if present or missing.

The Kano model is useful but involves a fair bit of work to get it done properly. If you’re keen to follow the model, check out our step-by-step instructions: 

MoSCoW Prioritization Model

If you’re struggling to work out which features you should have in your product or need to know which ideas on your roadmap or backlog are worth sticking with, the MoSCoW Prioritization framework can help you.

The Product Management Framework allows you to assess ideas based on their importance and urgency, making sure that you allocate resources properly.

When using this framework, you rank your ideas based on them being a… 

• M – Must Have: Non-negotiable essentials for project success.
• S – Should Have: Important but not critical; can be postponed if necessary.
• C – Could Have: Nice-to-have features that add value but are not priorities.
• W – Won’t Have: Explicitly excluded from the current scope but may be revisited later.

This is what the framework stands for. By organizing requirements into these categories, the MoSCoW model ensures that teams work smarter, delivering what matters most while setting realistic expectations for all stakeholders.

You’ve probably guessed it by now, but we also have a glossary article covering this Product Management framework – perfect if you want to learn more. Check it out: 

Product Management Frameworks for Product Discovery 

Product Discovery is very important, so much so that it’s a core part of the Product Management Lifecycle. PMs constantly need to be learning about their audience and product to make sure they’re building the best thing possible. Here are some of the best frameworks for that. 

Double Diamond

The Double Diamond Product Management framework is a design and problem-solving approach that helps teams go from an initial kernel of an idea to a well-defined solution. It visually represents the process with two diamonds: the first focuses on defining the problem, while the second centers on designing the solution.

The framework has four key stages: Discover, Define, Develop, and Deliver.

The Discover phase involves exploring the problem space through research and gathering insights. Teams cast a wide net to uncover user needs and pain points.

In the Define stage, the insights are analyzed to pinpoint the core problem, narrowing the focus to define a clear, actionable problem statement.

The second diamond begins with the Develop phase, where teams ideate and prototype potential solutions. This is a collaborative process, encouraging creativity and exploration of multiple ideas.

Finally, in the Deliver stage, the team tests and improves solutions, ensuring they meet user needs before scaling and shipping it to market.

In the context of product discovery, the Double Diamond Product Management framework ensures that Product Managers and teams deliver solutions that are both user-centric and aligned with business goals. It encourages collaboration across disciplines and fosters a mindset of continuous improvement.

ICE Scoring 

ICE scoring is a very simple framework, and allows Product Teams to evaluate potential solutions based on three key factors: 

• It’s Impact 
• How Confident you are in the idea
• How Easy the idea is to implement

By looking at these factors alone, it creates a simple way to decide on which initiatives you should focus on and if your potential ideas are going to work out.

To work out your ICE score, you first score each factor between 1-10, and you then multiply them together to get your final ICE score. The higher, the better.

The simplicity of ICE Scoring makes it an ideal framework for quickly comparing a wide range of ideas. It encourages objective decision-making by breaking down initiatives into measurable components, reducing biases that may crop up from gut feelings or organizational politics. If you need to make fast decisions, then this Product Management Framework is definitely a good option to have in your back pocket.

Learn more about ICE scoring: 

Opportunity Solution Tree 

The Opportunity Solution Tree is a framework developed by Product Leader and ProdPad friend, Teresa Torres. It’s a great framework for mapping out desired outcomes and working up ideas for actionable solutions. It gives structure to your discovery work and makes sure that teams are working on the right problems before they jump ahead.

When building an Opportunity Solution Tree, you’ll plot on three levels: 

1. Outcome: The overarching goal or desired result. For example, “Increase user retention by 20%.”
2. Opportunities: User needs, pain points, or problems that could help achieve the outcome. These are identified through user research.
3. Solutions: Potential ways to address the opportunities. Teams brainstorm and validate ideas here.

With these plotted out, you’ll then build a tree that may look something like this: 

Using an Opportunity Solution Tree encourages a systematic approach to product discovery. Instead of jumping straight to solutions, teams spend time actually exploring the problem space, ensuring they address real user needs. Breaking the process into steps reduces wasted effort on misaligned initiatives. Everything is focused on outcomes, not outputs, and every solution is tied to a validated opportunity.

Of course, this is just the ‘root’ of the Opportunity Solution Tree (see what we did there). Fully get your head around it by checking out our detailed glossary article: 

Product Management Frameworks for Product Development

Sometimes, doing can be the hardest thing in Product Management. Building and then implementing a plan can be tricky – especially if you’re cautious about doing things the right way. Thankfully, there are frameworks you can follow that make sure you’re always on the right track when developing and building your product.

Here are some of the best Product Development frameworks.

Kanban Framework

The Kanban Framework is a visual workflow management method that helps teams manage the work they have in progress. It’s a visual planner that’s shared with your entire team to improve visibility and reduce bottlenecks.

At its core, Kanban revolves around tracking tasks on a Kanban Board, which consists of columns representing stages in the workflow:

To Do
In Progress
Done

Tasks, represented as cards, move across the board as they progress through these stages. By representing tasks as cards on the board, teams gain clarity on what’s being worked on, who’s working on what, and where potential delays exist.

When using Kanban, you have a limit on what tasks can sit in each column, preventing teams from overloading themselves and encouraging a focus on completing tasks before adding another one. This creates a steady workflow while team members consistently review the board and make tweaks to their processes to improve the development process.

This framework is particularly beneficial for teams seeking to improve delivery times and reduce waste without overhauling their existing processes. Its focus on continuous delivery and responsiveness to change makes it a cornerstone of Agile practices.

GIST Planning

The GIST Planning framework, created by Itamar Gilad, is a lightweight, Agile-friendly framework designed to simplify strategic planning and execution for product teams. GIST stands for: 

1. Goals: High-level objectives that the team aims to achieve, such as improving user retention or increasing revenue.
2. Ideas: Potential solutions or initiatives to reach the goals. These ideas are collected, evaluated, and prioritized.
3. Step-Projects: Small, actionable projects derived from prioritized ideas. These projects are designed to deliver measurable results quickly.
4. Tasks: Specific actions required to complete the step-projects.

Here, the goal is to take high-level, ambitious goals and break them into tiny pieces that are more manageable and easier to focus on. It’s like eating a great big chocolate bar, you nibble on each block instead of shoving the whole thing in your mouth at once.

GIST Planning is important because it bridges long-term strategy and short-term execution. It helps teams avoid overcommitting to rigid plans and instead fosters a culture of adaptability. By breaking large goals into manageable pieces, teams can focus on incremental progress and ensure alignment with user needs and business objectives.

This framework is ideal for fast-moving teams that need a clear structure without the constraints of traditional planning methods.

And that’s the gist of GIST. If you want to learn more, we’ve actually spoken to Itamar about the benefits of GIST over Product roadmaps. Get your hands on the on-demand video. 

V2MOM

The V2MOM Framework is a strategic planning tool to align teams and ensure everyone is clear on how you achieve your organization-spanning goals. It provides a structured approach to defining priorities, aligning efforts, and tracking progress.

V2MOM stands for:

1. Vision: The ultimate goal or outcome the team wants to achieve. It sets the direction and purpose.
2. Values (the second ‘V’ hence the 2): The principles and priorities that guide decision-making and define success.
3. Methods: The specific actions or strategies required to achieve the vision.
4. Obstacles: Potential challenges or risks that might hinder progress.
5. Measures: The metrics used to evaluate success and track progress.

Getting different teams and the members within them on the same page can be pretty tough. The simplicity of V2MOM makes it a powerful tool for aligning teams, especially in large organizations. Each component ensures that everyone understands not just what they’re working on, but why it matters and how success will be measured.

In product development, V2MOM is particularly useful for maintaining focus and cohesion in cross-functional teams. By clearly outlining objectives and strategies, it prevents misalignment and ensures that efforts are directed toward shared goals – not just the core metrics for each specific team.

This framework is valuable for Product Managers seeking to straddle strategy and execution, learn about it:

Product Management Frameworks for Team Management

Product Managers don’t act alone. You’re surrounded by a team made up of multiple cross-functional roles, not to mention other stakeholders who all have a shared interest in the product and its direction. Because of this, you’re going to have to learn how to properly manage these teams and create a structure to avoid everything spiraling into chaos, blockers, and silos.

Here are some great Product Management frameworks to help you manage your teams.

DACI Framework

The DACI Framework is a decision-making and accountability tool designed to clarify roles and responsibilities within teams. It clearly states who owns and is responsible for driving decisions, making sure that no one goes off and starts a task without consulting the rest of their squad.

DACI is particularly useful for cross-functional teams working on strategic initiatives, product development, and organizational change.

DACI defines the four different types of people in a team and their association to decision making: Driver, Approver, Contributor, and Informed:

1. Driver: The person or role responsible for driving the decision-making process. This individual coordinates the discussions, gathers input, and ensures that decisions are made within the set timeframe.
2. Approver: The person who has the final authority to approve or veto the decision. The approver is accountable for ensuring the decision aligns with business objectives and long-term strategy.
3. Contributors: These are team members who provide valuable input, expertise, and recommendations to help inform the decision. While contributors do not make the final decision, their insights are critical in shaping the options available.
4. Informed: Individuals who need to be kept in the loop regarding the decision and its outcome. They are not directly involved in the decision-making process but need to stay informed for context, communication, or implementation purposes.

Assigning these specific roles to team members prevents confusion and overlapping responsibilities, which can lead to inefficiencies and missed deadlines. It also fosters accountability, as everyone knows exactly what is expected of them and who has the final say. It helps streamline decision-making processes, making sure that key stakeholders are involved at the right stages and that the right people are making the final call.

We’ve got loads more on DACI right here: 

RACI Matrix

Another framework used for clarifying roles in a team is the RACI Matrix. It helps ensure that tasks are completed efficiently by defining who is responsible, accountable, consulted, and informed for each part of a project. The RACI Matrix reduces ambiguity, improves communication, and prevents tasks from falling through the cracks. Here’s each role in action:

1. Responsible: The individual or team responsible for completing the task or action. They perform the work or take direct responsibility for getting it done.
2. Accountable: The person who is ultimately accountable for the completion and success of the task. They own the outcome and are the final decision-maker. There should only be one accountable person per task to avoid confusion.
3. Consulted: These are subject-matter experts or team members who provide input, advice, or feedback during the task’s execution. Their consultation helps guide the responsible individual, but they do not directly perform the task.
4. Informed: Individuals or groups who need to be kept updated on the progress or completion of a task. They are not involved in the decision-making or execution but need to stay informed to maintain alignment.

Hang on, this sounds pretty similar to DACI, doesn’t it? Well, despite the rhyming name, don’t get these two confused. DACI is all about decision-making, whereas RACI is more focused on execution.

The RACI Matrix is essential in ensuring clear communication within teams. It provides a simple, straightforward way to ensure that every team member knows what is expected of them and who to turn to for advice or approval. 

Product Trios

There’s a lot to know about Product Trios, but here’s the general gist:

The Product Trio is a framework designed to foster close collaboration among three key roles in product discovery and development: the Product Manager, the Engineer, and the Product Designer. These cross-functional roles come together from the very beginning of a project, working in unison to inform decisions, bounce ideas off each other, and create products that are viable, desirable, and feasible. 

By creating a Product Trio, teams break away from the silos that traditionally isolate these roles, ensuring that everyone involved has visibility into the product development process at all stages. This integrated approach leads to better alignment, faster decision-making, and a more efficient product development cycle.

Of course, there are multiple other frameworks you can choose to follow to nail your Product Team Structure, including the use of squads and cross-functional teams. Yet, trios are the easiest to implement and help give your Product Team a solid structure to build off as you scale.

Product Management Frameworks for Customer Experience

Every change, tweak, and update made to a product is designed to improve the customer experience so that users become lifelong advocates and champions of your product. There are many different things you can do to ensure you’re working on improving the customer experience.

Here are some Product Management frameworks that are focused on improving the customer experience and showing them the value proposition of the product. 

Value Proposition Canvas

The Value Proposition Canvas is a powerful framework designed to help businesses create products and services that truly resonate with their customers. The canvas is really important when creating your value proposition, and is used within a value proposition workshop to visualize the key components of the product and align it with customer needs.

It consists of two main sections: Customer Profile and Value Map.

1. Customer Profile: This section is divided into three sub-sections: Jobs, Pains, and Gains. Jobs refer to what the customer is trying to achieve, whether functional, social, or emotional. Pains are the challenges or obstacles customers face in achieving these jobs, such as frustrations or risks. Gains represent the benefits or positive outcomes customers hope to achieve, such as improvements in productivity or happiness.
2. Value Map: The Value Map outlines how your product or service addresses these customer needs. It identifies the products and services that help customers complete their jobs, the pain relievers that mitigate their frustrations, and the gain creators that provide additional benefits or pleasures.

The framework helps to clarify why a product matters to the customer, which is essential in developing successful marketing strategies and sales messages. By mapping out how a product fits into the customer’s life, businesses can create offerings that stand out in the market and build stronger customer loyalty.

AARRR (Pirate Metrics)

AARRR, also known as Pirate Metrics, is a Product Management framework developed to help growth teams track and optimize the customer lifecycle. Here you’re mapping out and measuring how the customer behaves from first contact to when they choose your product over others. These five key stages help businesses understand the path a user takes and assess how you’re performing at each stage. The stages of AARRR are: 

1. Acquisition: This refers to how users find and discover your product. Acquisition metrics measure how effectively your marketing and outreach efforts bring new users to your product.
2. Activation: This stage tracks the user’s first experience with the product. It answers the question: When do users reach their wow moment with the product that indicates they see value in it?
3. Retention: Retention measures how many users come back after their initial experience. This is a critical metric for gauging user satisfaction and product stickiness.
4. Referral: At this stage, the focus is on how likely users are to refer others to your product. Referral metrics help assess the virality of your product – how well users are advocating for it to their networks.
5. Revenue: This stage measures how the product generates income, either through direct sales, subscriptions, or other revenue models. It helps track the financial viability of your products

AARRR metrics are vital for startups and growth-stage companies because they offer a clear, actionable framework for tracking and optimizing the customer journey. Each stage helps businesses pinpoint where they are excelling and where they need improvement. For example, if you have low retention but decent acquisition, the team knows that focusing on user experience will be the most impactful.

Be like a pirate and learn more about AARR: 

User Story Mapping

User Story Mapping is a visual framework used to organize and prioritize user stories, providing a structured way to align product features with user needs. This framework helps product teams understand the user journey by mapping out the steps users take to achieve their goals, allowing teams to identify the most critical features to build and prioritize based on real user value.

User Story Mapping is typically done on a wall or digital board, with user stories represented as cards that can be moved around. The process begins by identifying the user activities or high-level tasks that users need to complete within the product. These activities are placed on the horizontal axis.

Next, the team breaks down these activities into user stories, which are smaller, manageable tasks that contribute to achieving each activity. These stories are placed vertically under each activity, helping to map out the full flow of tasks. The map is then prioritized based on the user’s needs, with essential features placed at the top and lower-priority features at the bottom.

With this visual framework, teams can see what users need to do to reach one of their goals, which can then influence decisions on how they do things in the future. 

Setting the foundations

And there you have it. 16 of our most beloved and trusted Product Management frameworks, all organized nicely and neatly by the tasks you need the frameworks for. These 16 models alone should set up strong foundations to operate with best practices and really hit your product goals.

Of course, once you start to know these Product Management frameworks like the back of your hand, there’s nothing stopping you from learning more. One of the greatest skills a Product Manager can have is curiosity. Seek out new frameworks, check if they work for you, and equip yourself with more tools to handle anything the role may throw at you.

Product Management frameworks are like the formulas sheet for a Math test. They don’t give you the answers, but they tell you how to get there as long as you use the right one.

Looking for other ways to ensure best practices are at the heart of your processes? Use a tool that helps you stay on track. With ProdPad, our features are thoughtfully designed to support your growth and make you an even better Product Manager, empowering you to build products your users will love. Book a demo to see ProdPad in action. 

The post 16 Product Management Frameworks You Should Be Using appeared first on ProdPad.

What is the product operating model?

The product operating model is a framework that aligns people, processes, culture, and technology around a product-centric approach. Unlike traditional models, it unifies cross-functional teams, fosters collaboration, and ensures everyone is actively involved in delivering continuous value through the product lifecycle.

As you’ve probably guessed, the product operating model is crucial for product-led growth. By aligning all teams and processes around the product itself, it ensures that every aspect of the organization is working toward creating and delivering on the product value proposition, driving growth through innovation and a customer-centric approach.

But let’s take a step back for a second. To understand the product operating model, we first need to ask, ‘What is an operating model’? 

What is an operating model?

At its core, an operating model is a framework that dictates how an organization operates and functions to deliver on its strategy. Think of it as how all the pieces of a business come together to make the business work.

Take two cars. You have one with an oil engine and manual transmission and another with an automatic electric engine. Both are cars, but the way they work – their operating model – is different. You could argue that one is more efficient than the other because of that operating model.

Now an operating model is more than just an explanation of how a company does things; it’s a dynamic playbook that evolves alongside the mission and product strategy. When putting together an operating model, it needs to cover and define these areas: 

1. People and organizations – The roles, responsibilities, and organizational structures.
2. Processes – The workflows and the information needed to deliver outcomes.
3. Governance – Decision-making mechanisms and accountability structures.
4. Culture – The shared values, beliefs, and behaviors that influence how work gets done.
5. Measures and incentives – The metrics you use to define success and reward performance.
6. Tools and technology – The systems that enable efficient value delivery.

So how does the product operating model differ? Well, the product operating model takes these principles and makes them more aligned to organizations that are driven by product-led go-to-market strategies. Its focus shifts to products as the unifying force through which work is structured and delivered.

Let’s take a closer look at how:

The core concepts of a product operating model

The product operating model takes from a preexisting operating model and transforms it into something that is customer and product-driven. Here are the main aspects it focuses on:

• Product culture: Encourages a product-first mindset where customer-centricity and continuous improvement drive every department.
• Product strategy: Aligns product initiatives with company goals, prioritizing investments and measuring their impact.
• Product teams: Builds cross-functional product teams that collaborate seamlessly and own the entire product delivery process.
• Product discovery: Shapes how user needs are identified, solutions explored, and ideas validated before development.
• Product delivery: Defines efficient processes for building and releasing products, often using Agile or Lean principles.

Why use the product operating model? 

We promise you, the product operating model isn’t just a trendy buzzword. It’s a beneficial framework that helps businesses drive exceptional product value. By embracing the model, product-led companies position themselves to work faster, smarter, and more efficiently. Here’s a look at some of the major benefits of using this type of operating model. 

Break down silos

Traditional operating models have been guilty of isolating departments, leading to misaligned priorities, inefficiencies, and communication gaps. The product operating model breaks up these silos by introducing cross-functional teams around shared product goals.

Instead of focusing on departmental KPIs that can drastically differ from team to team, everyone collaborates on unified outcomes that directly contribute to customer satisfaction and business growth.

Focus on outcomes, not outputs

Measuring success by tasks completed or features shipped turns teams into feature factories, churning out updates without considering their real value. A product operating model shifts the focus to outcomes. Things like product impact, customer satisfaction, and business value. This mindset ensures every effort delivers meaningful, measurable results, creating products that truly resonate with users.

Prioritize the right products

In the era of data-driven Product Management, acting on instinct alone won’t cut it. The product operating model encourages organizations to use data to prioritize the products and features that offer the most value.

By analyzing customer behavior, market trends, and performance metrics, companies can make smarter, more informed choices about where to invest their time and resources.

Enable agility and adaptability

In today’s fast-paced market, agility is essential. A product operating model enables this by emphasizing continuous feedback loops, helping teams stay closely attuned to shifting customer needs, market changes, and new technologies. This customer-focused approach ensures organizations can pivot quickly and stay ahead.

Speed up time to value

The quicker you can show the value of your product, the quicker the product grows. Ideas don’t change the world unless they reach customers. The product operating model helps optimize the processes for product discovery and delivery, helping you get great ideas to market faster. A shorter  time to value means customers benefit sooner, and the business sees faster adoption, growth, and retention. 

Transform organizational thinking

Deploying a product operating model may be a structural shift, but it also nurtures a cultural one too. It redefines how you and the team think about value, work, and growth. For companies willing to embrace this paradigm, it becomes a powerful lever for sustained competitive advantage in the digital age.

What companies use a product operating model?

Product operating models (POMs) are becoming essential for product-led companies looking to drive agile, customer-focused strategies. Yes, we’ve said this already, but it’s important to reiterate: it’s nearly impossible to be product-led without using a product operating model.

In terms of the types of companies that have used a product operating model, the usual suspects appear. Tech giants like Google, Amazon, and Spotify have led the way by using POMs to align teams around specific products, foster innovation, and scale globally. 

This model helps product-led companies stay nimble, enabling them to experiment quickly and meet customer demands in dynamic markets.

With teams centered on products, not departments, these companies can bring together diverse experts to work toward a common goal. When executed well, a POM not only streamlines operations but also drives long-term growth by ensuring the company is always adapting to market needs and customer expectations.

Who’s in charge of the product operating model?

The product operating model is a shared responsibility. No one single person claims full ownership of the product operating model. That makes sense. As a framework to spark collaboration around the product, it would be weird for it to be the responsibility of just one person.

That said, leadership roles, Product Teams, and key stakeholders all have a hand in building in the product operating model. Executives like the CEO or Chief Product Officer champion the product operating model by aligning it with the company’s vision and securing the necessary resources. Product leaders, such as Heads of Product, are responsible for shaping and maintaining the model, ensuring it supports the organization’s strategy.

Cross-functional leaders from teams like Engineering, Design, and Marketing help bring the product operating model to life, adapting it to fit their teams’ workflows.

Ultimately, success depends on collective accountability, with everyone in the product development process contributing to a culture of collaboration and growth.

What needs to be included in a product operating model? 

Your product operating model needs to be properly documented. It’s not a lucid concept that can exist in the back of your mind – it needs to be written down. Your product operating model defines how things get done in your company, so you don’t want that left to interpretation. The whole point of an operating model is to bring consistency and collaboration between your teams – to do that you need a resource that everyone can use.

Creating a product operating model document leaves no room for ambiguity. It makes sure that everyone follows the same model. Now here’s the exciting part. What do you need to include in your product operating model document for it to be a good one?

Well, one thing to remember is that a product operating model is not a rehash of your existing documentation. You already have your product strategy, vision, product roadmap, OKRs, and more guiding the way your teams work – this artifact shouldn’t be a retelling of all of that. Instead, it’s a supplementary piece that provides high-level instruction on how all these different things come together.

Your product operating model should avoid duplicating content found in other documents.  Instead, it needs to provide a distinct operational framework tailored to your organization’s specific context. This makes your POM serve as a central reference for setting expectations, driving alignment, and enabling consistent execution.

Think of it as the operating manual for how your teams collaborate to achieve product excellence. Your company is a machine, this is the framework for how to operate it properly.

To be effective, a POM should outline guidelines that set expectations and establish operational processes for the following core areas:

1. How your products are built

Your product operating model should clearly define how products and features are built, from the first spark of an idea all the way through to their launch. This includes specifying the tools and technologies teams will rely on, such as collaboration platforms, design software, or development frameworks.

By breaking down the stages of product development, you create a clear flow that helps teams work efficiently and avoid unnecessary delays. Using a framework like the Product Management lifecycle can keep everything structured and focused.

Equally important is outlining roles and responsibilities at every stage of the process. Who’s taking the lead at each step? Defining this ensures that teams operate cohesively, with everyone contributing toward a shared vision. A clear structure not only keeps the product development process consistent but also ensures it aligns with the company’s broader goals.

2. How problems are identified and solved

Every successful product begins with a clear problem to solve, and your product operating model should define how your teams approach this. This includes outlining the frameworks and methodologies for identifying user and business pain points through customer feedback, market research, and data analysis. By setting clear steps for uncovering problems, your teams can consistently focus on what truly matters to your users.

The POM should also detail how cross-functional collaboration takes place, ensuring diverse expertise and perspectives shape the problem-solving process. Equally important is specifying how solutions are tested, validated, and iterated upon. Standardizing these practices keeps teams aligned and focused on solving the right problems.

3. How you decide which problems to solve

Not all problems are created equal. You’ve got your mountains, and then you’ve got your molehills. Prioritization is key to figuring out what issues you want to tackle, and your product operating model provides a framework for identifying, validating, and prioritizing problems. It should clarify how teams assess which problems will have the most significant impact on customer satisfaction, business goals, and long-term strategy.

The POM should also include criteria for evaluating problems based on factors such as customer pain points, market opportunities, and alignment with overall business objectives. Data and customer insights should naturally play a central role in this decision-making process, ensuring that prioritization is rooted in real, actionable information. This helps avoid distractions and ensures that your teams remain focused on solving high-value problems that drive product success.

4. How people should behave

A product operating model does more than specify the processes and tools you use – it also helps create the right culture. It should set expectations for how teams collaborate, communicate, and interact. The POM should define behaviors that foster a positive, productive working environment, such as transparency, accountability, and respect.

These behavioral guidelines ensure that all team members are aligned with the organization’s values and customer-centric mindset. By formalizing these guidelines, the product operating model helps create a culture of trust, innovation, and shared responsibility, ensuring that teams are not only productive but also engaged and motivated to deliver great products.

5. How work is planned, executed, monitored, and governed

Efficiency and accountability are at the heart of a solid product operating model. It should clearly define how teams plan, execute, and monitor their work, from setting goals and scheduling agile sprints to establishing workflows that keep everyone on track. By providing a structured approach, the POM ensures that teams operate smoothly and maintain focus on their objectives.

The product operating model should also outline governance structures, such as regular check-ins, review cycles, and clear escalation processes to address roadblocks swiftly.

The POM  should also identify key performance indicators (KPIs) or metrics to monitor progress and success.

6. How people are organized

A well-organized Product Team is essential for success, and your product operating model (POM) should clearly define team structures to support it. Whether you adopt cross-functional product trios, product squads, or specialized units, the POM ensures that teams are designed to align with the product’s needs and organizational goals. By outlining these structures, it sets the foundation for effective collaboration and accountability.

Your product operating model should also address resource allocation across products or initiatives, making sure teams have the right support to deliver results. It should also clarify decision-making authority – who is responsible for what and how decisions are communicated. This prevents bottlenecks and ensures smooth information flow.

What are the challenges of implementing a product operating model? 

Implementing a product operating model can be a game-changer, but it doesn’t mean it’s easy. If you are to do it, you’ll need to overcome some pretty gnarly challenges. Here are four key hurdles to watch out for:

1. Cultural resistance

Shifting to a product-first mindset can sometimes be met with resistance from teams used to traditional ways of working. You might encounter some skepticism about cross-functional collaboration, and some team mates may struggle with the changes in their roles and responsibilities.

You can overcome this by fostering buy-in through educating and communicating the benefits of the new model. Lead by example and support teams during the transition.

2. Lack of clear ownership

Without clear ownership, roles can become blurry, leading to confusion, miscommunication, and inefficiency. This is particularly true when decision-making is decentralized, and multiple teams are involved in product development, like they are with a product operating model.

Of course, this only happens if you fail to clearly define roles. Just make sure you explicitly define roles and responsibilities from the start so everyone knows who’s accountable for what.

3. Siloed technology and data

If you’re coming from a position where teams used to operate in silos, you’ll likely find that the technology used was also fragmented. This can make collaboration difficult. Teams may struggle to share insights, track progress, or prioritize effectively if they lack the right tools and data access.

Not everyone is going to be using the same tools, but you’ll need to go to the effort of getting everyone to adopt tools that sync up. And this effort will be worth it in the long term. Invest in integrated tools and establish a unified data strategy to enable smooth cross-team collaboration.

4. Scaling challenges

Scaling the product operating model across multiple teams and departments can be complex. Inconsistencies and lack of alignment often emerge as the model expands, creating friction and inefficiencies.

To create a smooth transition, start with a pilot program, refine processes, and gradually scale to ensure alignment and consistency across the organization.

Remodeling your operating process 

Adopting a product operating model is more than just an operational shift, it should spark a cultural transformation that redefines how your organization approaches product development. By unifying teams and aligning efforts toward a single product vision, you can achieve greater collaboration, faster decision-making, and improved customer outcomes.

The POM is designed to help organizations become more agile and responsive, making it easier to adjust to market changes and customer needs. As businesses continue to focus on creating customer-centric products, the product operating model offers a scalable framework that supports both short-term goals and long-term growth.

To successfully implement a product operating model, you must understand your current maturity and goals and choose a framework that complements your specific needs. Whether through Agile, Lean, or Project-Based methodologies, the product operating model offers flexibility to suit various operational styles.

By embracing a product operating model, you would not only be improving your internal processes but also positioning your organization to deliver exceptionally successful products. In a world where product excellence is key to differentiation, the product operating model makes sure that organizations remain competitive and continue to innovate in ways that matter most.

To take your product excellence to the next level, consider trying ProdPad. We’re more than a Product Management tool; we’re a system that can guide you to a more efficient way of working. ProdPad is built to drive best practices and implement a standardized process across all your teams. With our powerful integrations, we provide a centralized home for your product operating model, making it super easy to collaborate and contribute with anyone from across the organization.

Want to see for yourself? Give us a try today!

The post Adopting the Product Operating Model: Making Your Operations Product-Led appeared first on ProdPad.

What is a Product Management report? 

Let’s clear something up right away: there’s no such thing as a “Product Management report.” Unlike a Product Requirements Document or a User Journey Map, there’s no standardized format or checklist for what this document should include. That’s exactly what makes it such a head-scratcher when a stakeholder requests one. What are they really asking for?

The truth is, a “Product Management report” is often shorthand for “Give me an update on what is happening in Product, what decisions are being made, and what success we are seeing as a result.” Without clear expectations, it’s easy to feel stuck, unsure of whether to include granular data, high-level strategy, or a mix of both.

Here’s the key: understanding what your stakeholders are really asking for is half the battle. Is your stakeholder looking for insights on your roadmap? Metrics on user adoption rate? A summary of feature releases? Clarifying their goals upfront will save you from creating a report that misses the mark – or worse, overwhelms them with irrelevant details.

This lack of a defined structure can be terrifying, as there’s no universal way to do things to measure your report against. But, if you want to get philosophical about things, this can also be freeing. As a Product Manager, you’re able to make your Product Management report just how you want to, and choose to include what you think is important and relevant for whoever the Product Management report is for.

At the end of the day, your stakeholder is just looking for a window into your product progress. Most of the time, you don’t even need to make a report to do that. In fact, some existing forms of product documentation that you’ll have might already serve as a “report” depending on the context. For example:

• Roadmaps provide a forward-looking view of priorities and progress.
• Release notes summarize what’s been delivered and the impact of recent changes.
• Product performance dashboards offer up-to-date metrics and KPIs.
• Customer feedback analysis reveals trends and insights driving your decisions.

When a stakeholder asks for a report, they might just need a tailored version of one of these, presented in a way that aligns with their specific needs.

By understanding their intent and leveraging existing documentation, you’ll be better equipped to deliver a Product Management report that hits the right notes.

Who is a Product Management report for? 

Anyone in your organization could one day come up to you and ask for a Product Management report. These documents can serve a wide range of stakeholders, each with their own priorities and interests. Here’s a look at who might benefit from a report and what they’re looking for:

• Executives (CEOs, CTOs, CFOs): High-level insights into how the product aligns with business goals, financial performance, and strategic initiatives.
• Sales Teams: Key information on upcoming features, value propositions, and competitive advantages to help close deals.
• Marketing Teams: Insights into product launches, customer personas, and feature adoption to shape campaigns and messaging.
• Customer Success Teams: Updates on user feedback, churn trends, and features that solve pain points for their accounts.
• Development Teams: Progress updates on the roadmap, blockers, and upcoming priorities to align their work with product goals.

Knowing who you’re reporting to is crucial for sharing a report that’s useful and engaging. Each stakeholder group will have a unique perspective and set of priorities, so a one-size-fits-all approach simply won’t cut it.

For example, executives care about the bottom line. They want to see metrics like ARR (Annual Recurring Revenue), market penetration, and strategic KPIs. Keep it concise, and tie the data back to company goals.

Sales Teams are looking for ammunition to win deals. They need clear, actionable insights into upcoming features, use cases, and competitor differentiation. Focus on what helps them sell.

Customer Success Teams thrive on customer-centric data. They want to know about churn trends, customer satisfaction scores, and which features are delighting users. Highlight the human side of your metrics.

Think of your role as a Product Manager as part translator, part diplomat. You’re not just sharing numbers; you’re presenting them in a way that resonates with the person reading the report. This skill is key when managing stakeholders.

How do I customize my Product Management reports?

You want what you’re reporting to match the people who you’re creating them for. Here are a few key things to think about when putting one together to make sure it’s right for them.

1. Ask what they need upfront: Clarify their goals for the report before you start creating it.
2. Filter the noise: Include only the data or insights that matter to your audience; don’t overwhelm them with unnecessary details.
3. Use their metrics: Speak in terms they understand. Financial stakeholders care about profit and loss; sales teams care about conversions.
4. Highlight their impact: Tie the product’s success to the stakeholder’s role. For example, show Customer Success how new features reduce churn, or demonstrate how marketing campaigns drove user adoption.
5. Keep it accessible: Use visuals like graphs or charts and write in plain language to ensure clarity across diverse audiences.

Do I need to create a Product Management report? 

We think reporting the progress on your product is super important, but we don’t think you need to spend time creating a static document every time you’re asked for one. That just creates more work for you.

Instead, the next time you’re asked for a Product Management ‘report’, it’s best to direct them to a dynamic view of your Product Management tool. If it’s anything like ProdPad, they’ll be able to see a customized view that shares things like your OKRs, the timing of each initiative, linked customer feedback, and the workflow stage for each idea. All things your stakeholders would want to see in a traditional report.

Reporting on your progress and letting the wider organization beyond your Product Team know how things are ticking along boosts alignment and helps improve things in multiple ways.

It’s always worth exploring the existing, in-built reports that your product tools already include. You don’t want to be doubling up and doing unnecessary work. So be sure to familiarize yourself with the reporting tools at your disposal. For example, ProdPad has a robust suite of ready-made reports ready for you to export and share. Check out our reporting features below:

Benefits of Product Management reporting

No matter if you’re crafting a new report or sharing insights from your Product Management tool, sharing reports about your product has a whole host of benefits. Let’s break down the reasons why every Product Manager should make reporting part of their routine:

Keeps stakeholders aligned

Product Teams work with a wide range of people, each with different priorities and expectations. A Product Management report consolidates information in one place, ensuring that absolutely everyone has a shared understanding of the product’s current state and future direction. This alignment minimizes miscommunication and keeps everyone focused on the same product vision and goals.

Showcases progress and achievements

If things are going well, you should shout about them. A well-crafted report is a platform to celebrate wins. Whether it’s delivering a key feature, meeting a critical milestone, or improving upon your North Star metric, the report highlights your team’s contributions to the product’s success. This not only boosts morale but also reinforces the value of the product team to the organization.

Facilitates data-driven decision-making

By presenting clear metrics and trends, a Product Management report provides the foundation for informed decision-making. Stakeholders can see what’s working, what isn’t, and where adjustments are needed. This clarity ensures that decisions are based on evidence rather than guesswork. This is a core foundation of data-driven Product Management.

Identifies challenges early

Listen, not everything about your product is going to be doing well all the time. If it was, you’d be a billionaire. Every product has its hurdles, from technical blockers to shifting market demands. Regular reporting helps surface these challenges early, giving teams time to adapt and implement a pivot strategy to mitigate risks. Including a dedicated section for risks and issues ensures they are acknowledged and addressed proactively.

Secures buy-in for new initiatives

Want to pitch a new feature, increase the budget, or justify additional resources? Providing a report gives the evidence you need to make your case. Highlighting trends, customer feedback, and business impact helps stakeholders see the rationale behind your recommendations, and can help convince them. A good Product Management report can be a tool to help you get what you want.

Supports continuous improvement

By consistently reflecting on what’s been achieved and what can be improved, the report drives a culture of continuous improvement. It encourages teams to learn from successes and failures, ensuring the product evolves in a way that delivers maximum value.

How often should you give a Product Management report?

How frequently you report to stakeholders largely depends on your organization’s product velocity and the needs of your stakeholders. While situational triggers like major releases, strategic reviews, or quarterly business updates often warrant a dedicated report, it’s better to build a regular habit of sharing product insights rather than waiting for someone to ask.

Weekly or biweekly updates can align with sprint cycles, offering stakeholders a snapshot of short-term progress. Monthly or quarterly reports work better for high-level updates, tying product developments to broader business goals.

However, don’t limit yourself to formal reports. Providing regular visibility into your dashboards, roadmaps, or other dynamic tools can be just as effective in keeping everyone on the same page. This proactive approach helps stakeholders see the progress and impact of your product in real-time, reducing the risk of last-minute requests for detailed reports.

This is something you can easily do within ProdPad. You can share Roadmaps, Ideas, and Initiatives across your entire organization, letting everyone contribute to bolster collaboration and alignment. See what else you can share in ProdPad – give us a go for free.

By consistently sharing insights – whether through reports or accessible tools – you create a culture of transparency and ensure that your product’s story is always being told. Remember, waiting until you need a report to fill people in only increases confusion and diminishes trust. Instead, make regular reporting an integral part of your Product Management workflow.

What should be in a Product Management report? 

As we’ve already mentioned, there’s no one-size-fits-all for a Product Management report, and you shouldn’t really be making a static document anyway. That said, when creating views and sharing your roadmap with stakeholders, there are a few things you’ll want to include.

These are the common elements that can provide valuable insights to your stakeholders. While it’s up to you to tailor your report to their needs, here are some key areas that should typically make an appearance:

• Progress against OKRs
  Track how the product aligns with broader business goals to show whether you’re on track to meet high-level objectives. This helps executives and investors understand the product’s contribution to company success.
  
• Roadmap status
  Provide an update on what’s on track, what’s delayed, and what’s upcoming in the product roadmap. This helps teams like marketing and sales plan their campaigns and set expectations.
  
• Roundup of customer feedback
  Summarize insights from user feedback, surveys, or support tickets to highlight customer pain points or areas for improvement. This is critical for Customer Success and Sales teams to understand user sentiment and for product teams to prioritize features.
  
• Competitor analysis
  Compare your product to key competitors to see where you excel and where others may pose a threat. This informs strategic planning, marketing, and sales, helping to refine product positioning and go-to-market strategies.
  
• Churn Rates
  Report on the percentage of customers leaving over a specific period. The customer churn metric is crucial for Customer Success teams to identify issues and for executives to understand product retention and areas for improvement.
  
• A Changelog
  Highlight recent product updates, new features, or bug fixes. Keeping teams informed on changes helps them stay up to date, particularly Sales, Marketing, and Customer Support, who need to know about new releases and updates.
  
• Product performance metrics
  Include metrics such as usage data, adoption rates, and retention to evaluate how well the product is meeting its goals. This helps Product Managers and executives assess the product’s success and areas needing attention. Unsure what to focus on? Download our ebook for the complete list of the product metrics that matter.

Remember, the specific content of your report should always be driven by the needs of your stakeholders. For example, while OKRs and roadmap status might be critical for executives, customer feedback and churn rates might matter more to Customer Success teams. By considering your audience and what they care about most, you can create a report that delivers real value, rather than just a collection of data points.

What should I avoid when writing a Product Management report? 

When reporting on your product, the main thing you should avoid is creating a huge, static, one-off document that’s going to be outdated the second you send it to your stakeholders.

Creating these separate documents keeps your stakeholders at arm’s length, making them feel separated from your product. Instead, you should aim to invite them in and give them view access to your roadmap and centralized Product Management tool, so that they can benefit from consistent transparency.

Instead of giving them an occasional, often overwhelming burst of information, by reporting on your product through a roadmap, you can constantly share with them what they need to know, allowing stakeholders to self-serve themselves and gather information as and when they need it. By providing this window, you allow them into your product decision-making process.

Depending on who’s asking for a report, you should set up customized roadmap views that include the right level of detail for each type of stakeholder. If you’re setting up reports in ProdPad, your stakeholders can see a bunch of juicy stuff, like: 

• The problems you are trying to solve for customers and the business
• The product Objectives and Key Results you are trying to achieve with each Initiative
• The timing of each Initiative
• The individual ideas within each Initiative
• The workflow stage for each Idea
• The linked customer feedback for each Idea
• The target outcomes you hope to achieve
• All the completed initiatives along with their actual outcomes

Of course, whether you’re creating static reports or sharing information on a dynamic Product Management tool, there are a few other important things you should avoid. Try not to make these silly mistakes, as they can make your reports more confusing, something you really don’t want.

Overloading the report with data without context

Raw data can overwhelm stakeholders if not interpreted properly. Numbers like monthly active users or churn rates need context to show their real impact on the product. Focus on the “so what” behind the data and use visuals to make the insights clearer.

Not tailoring the report for the audience

Different stakeholders care about different aspects. Executives want business impact, while developers focus on technical progress. Customize sections for each audience, highlighting what matters most to them.

Making the report too long or too short

Too much detail can overwhelm, while too little can leave stakeholders in the dark. Be concise and focused on key insights. Organize the content to be easily skimmed, using headings and bullet points.

Ignoring design and readability

A poorly designed report can make even the most valuable information hard to digest. Use a clean, professional layout with plenty of white space and visuals like charts or graphs to break up the text.

Neglecting regular updates

Infrequent reports can lead to misalignment and confusion about the product’s progress. Set a consistent reporting cadence that matches your organization’s needs.

Overlooking challenges or risks

Focusing only on successes can make the report feel incomplete or misleading. Acknowledge challenges and risks, and suggest solutions or mitigation strategies. Transparency builds trust and encourages collaboration.

Sharing Product Management reports the right way 

While traditional, static reports have their place, they’re becoming somewhat outdated – especially when a stakeholder simply needs a snapshot of your product’s progress. The good news is that you don’t have to spend your time generating a new report every time someone asks for an update. Instead, consider using a dynamic Product Management tool like ProdPad that allows for continuous visibility into your product’s evolution.

With tools like ProdPad, you can provide stakeholders with real-time access to your product roadmap, customer feedback, and key metrics. This means they can stay updated at any time, without waiting for a formal report. Not only does this save you time, but it also ensures that the information they receive is always up-to-date and relevant. This kind of transparency fosters better collaboration, enabling teams to make decisions faster and with more confidence.

By centralizing all product-related information in one accessible location, you also avoid the risk of outdated or inconsistent data creeping into your reports. Stakeholders are always looking at the most current state of the product, which makes the entire process smoother and more efficient.

While Product Management reports are still useful, moving towards continuous reporting via a centralized tool like ProdPad offers a more dynamic and streamlined approach. This shift from static reports to live, accessible data isn’t just more efficient – it’s the future of how product progress should be communicated.

Try it out in our pre-loaded Sandbox to see how it all works.

The post How to Write a Product Management Report appeared first on ProdPad.

What is a product demo?

A product demo is a carefully curated experience designed to help potential users grasp your product value proposition and functionality. In your product demo, prospects get a hands-on look at the core features most relevant to their needs and see how your solution aligns with their goals.

Whether it’s a personalized walkthrough led by Sales, a self-guided tour embedded in a product-led go-to-market strategy, or a recorded deep dive, a demo bridges the gap between curiosity and commitment.

Product demos can be a major step in the user journey. They’re an opportunity not only to showcase functionality but also to connect emotionally, helping users envision how the product will make their lives easier, faster, or more efficient.

Ideally, product demos are customized to a specific user or at the very least, user segment. This allows the demo to be more focused on their specific needs.

For example, a demo for one customer type may spotlight different features than another. When done well, demos are a powerful tool to create interest, build trust, and inspire users to take the next step – be it starting a free trial, subscribing, or arranging a deeper dive with the team.

For Product Managers, product demos are an extension of your work. They reflect the quality, positioning, and usability you’ve crafted, and while you may not always be in the room presenting, your influence on their effectiveness is undeniable. We’ll go into how in a little bit. 

Types of Product Demo 

We’ve already alluded to the fact that there are multiple types of product demos you can choose from. Let’s put them all under the microscope: 

Live product demo

Live product demos are typically conducted by a salesperson, Account Executive/Manager, or Customer Success team member. You might see these people being described as ‘Product Experts’ but they’re typically members of Sales and/or Success.

In a live demo, the presenter customizes the walkthrough to the specific needs of the customer, diving into features that align with their challenges and goals.

These demos can happen virtually or in person, and they allow for real-time engagement – prospects can ask questions, clarify doubts, and explore specific use cases.

Live demos work well in complex or B2B environments where personalized guidance helps prospects grasp the product’s full value.

Self-guided product demo

Self-guided product demos empower users to explore the product at their own pace, without the need for a live representative. This approach is commonly used by product-led growth companies and is often embedded in freemium or reverse trial models.

Self-guided demos are structured to provide an intuitive exploration of the product’s main features, leading users down a path that highlights the core value without direct and human assistance.

Self-guided product demos work best for products that are relatively straightforward and with very intuitive UIs, allowing users to explore without much hand-holding.

Recorded product demo

Pre-recorded product demos provide an on-demand overview of the product’s key features and benefits. Often available on a company’s website or sent as a follow-up in the sales process, these demos cover a curated selection of functionalities and are typically high-level.

Recorded product demos videos are scalable and easily accessible, making them ideal for reaching a broad audience. The drawback is that they lack interactivity and personalization, making it hard to address unique customer needs.

Interactive product demo

All the above types of product demos are a passive way for potential users to understand what you do. In these scenarios, users are being shown the product – kind of like a college seminar or a talk. Sometimes, you can only appreciate the value of something by doing it.

This is where interactive demos come in. Instead of watching a live presentation or exploring a series of self-serve demo videos, an interactive demo gives users access to a preloaded demo environment where they can actually try out the product themselves. Ever been to a department store and played a demo version of the latest video game on those big kiosks?  – this is kind of like that.

By letting you get your hands dirty, an interactive demo is often more engaging and immersive, helping you reduce the time to value.

Do note that an interactive demo is not a product tour. Unlike product tours, which are designed to boost user activation, interactive demos are sales and marketing materials used to show prospects the product’s potential.

By definition, ProdPad’s sandbox environment is an interactive product demo. We offer anyone interested in learning more about ProdPad, the chance to access a live, pre-filled demo environment, where they can play and explore.

Here, our potential customers can kick things around to their heart’s content, without needing to create an account, enter any card details, or speak to anyone on the team. Access is unlimited and forever – it won’t expire – but any ‘work’ they do in the sandbox (e.g. build a new Roadmap), won’t be saved (that’s what they’d need a free trial for).

Look, it’s probably easier if you go take a look for yourself. Like I say, access is free and forever and you won’t need to create an account or set a password or anything. 

Product demo vs product tour

We’ve touched on it briefly, but this is a discussion worthy of its own section. A product tour is not a product demo. I’ll admit, they’re pretty similar, like twins, but you can spot the differences if you look close enough.

A product tour is typically an in-app, step-by-step walkthrough designed to guide new users through essential features and workflows. Unlike traditional demos, product tours are embedded within the product and triggered once a user signs up or starts a trial. They’re particularly useful for product onboarding, helping new users quickly understand core functionalities and reach early success milestones.

In short, product demos are all about selling the product, while a product tour is designed to help users succeed within the product and get the most out of it. They’re both pretty important but don’t you dare get them mixed up ever again .

What type of product demo should I use?

So you know the different types of product demos. How do you know which one to use? As a Product Manager, you don’t run your demos, but you do have a say in how they should be delivered. Here are the three main things you need to consider:

1. What’s your go-to-market approach?

If you’re following a product-led growth strategy, your product itself drives user acquisition and conversion. It’s your primary piece of marketing material. In this case, interactive, self-serve product demos and tours can be your most effective tool, as they empower users to explore and engage independently. These tours provide an in-app experience that highlights the product’s core features, allowing users to see its value firsthand and make quick decisions.

You’re also likely using SaaS pricing models like freemium or reverse trial, making it well suited to self-serve or prerecorded product demos.

For a sales-led approach, where the user journey is guided by sales representatives, a structured demo video or live demo walkthrough often complements the sales process well. These videos can serve as a consistent, scalable resource that the Sales Team can use to deliver a polished overview.

2. Are you high-touch or low-touch?

Are customers connecting with your teammates from different departments at every step of their journey, or are you keeping an eye on them from far away? The amount of touchpoints you have with users impacts the best type of product demo.

In a low-touch onboarding model, users navigate their journey primarily through self-serve resources. Automated, self-guided product tours or video demos are essential here, offering users the flexibility to explore at their own pace and revisit material as needed. These options are scalable, helping users get up to speed without needing assistance.

For a high-touch onboarding model, live, personalized demos are often a better fit. High-touch approaches rely on relationship-building and tailored support, often catering to enterprise or high-value clients with specific needs.

A live product demo by a Sales Rep or Customer Success Manager can help users see how the product can be customized for their requirements, fostering a strong initial connection and trust.

3. How complex is your product?

The more complex your product is, the more likely users will need in-depth guidance to reach your desired activation point. Interactive product demos that break down key features in digestible steps can help make complex products easier to grasp.

Alternatively, if you have a high-touch approach to onboarding, a series of recorded video demos covering various use cases and workflows can provide an accessible knowledge base for users to revisit whenever needed.

For very complex products with intricate workflows, consider combining multiple formats: live demos for personalized introductions, supplemented with an online library of video walkthroughs or interactive tutorials that allow users to go back and review specific features as they deepen their usage over time.

Who’s responsible for a product demo? 

Well, this is kind of the whole point of this article. A Product Manager does many things – so many that we listed all the possible Product Manager tasks – but, presenting product demos is something you likely won’t actually deliver yourself – at least not externally to prospective customers.

For live demos, it’s typically the Sales Team running the show. They’ll be scheduling and customizing these interactive presentations to highlight how the product solves specific customer challenges. They’re the ones building rapport, adapting the pitch on the spot, and aiming to convert potential users into active customers.

For self-serve or automated demos, your users are left to navigate the product on their own, Here, the demo’s quality and intuitiveness are what will help users grasp your product’s value – without any human assistance. Your users are on their own.

This doesn’t mean that you should sit back and relax though. As a Product Manager, you can still very much get involved in your product demos, and do various things to ensure they’re as good as they can be. 

How do I make my product demo better? 

So, we’ve figured out that product demos aren’t completely out of your hands. Cool. So, what can you do as a Product Manager to improve them? Here’s our full list of tips and tricks you can try to make your demos better without having to get behind the camera and present them yourself. 

Craft the demo narrative

Product demos need to tell a story. As the expert on your product’s unique selling points and the customer needs, you should collaborate with Sales and Marketing to shape a demo narrative that resonates.

Instead of simply listing features, focus on storytelling: craft a journey that aligns the product’s capabilities with the audience’s challenges and aspirations. This ensures the demo delivers a memorable experience that highlights real-world value.

Don’t leave your other teams to create these without support. Provide material like user stories, write them internal PR documents, and even consider sharing the discovery work you did to validate the product or the major features in the first place. This will all help them understand the value of your product and the reason potential customers should care about it.

If your teammates don’t know why your product is so good, they won’t be able to share that with potential customers.

Share customer insights on pain points

You’re in tune with the pain points that brought users to your product in the first place. You spent countless hours in product discovery to learn that. By passing on these insights, you can help the Sales team tailor demos to address top concerns directly, making the demo feel more relevant and engaging for potential users. The result? A demo that doesn’t just show off features but actually speaks to the user’s needs.

Build complete demo environments and sample data

A realistic demo environment that’s reflective of your final product – complete with meaningful sample data – is essential for showcasing how your product works and why it’s valuable.

Work with your team to create demo accounts that highlight ideal use cases, guiding prospects through scenarios they can envision themselves in. This helps users connect with the product’s utility right from the start.

It can be tempting to leave features out of your interactive product demos, but this can lead to a frustrating experience. Give users enough to see the potential of your product.

Regularly refine the demo content

The needs of prospects evolve as the market changes. So should your demos. Keep a pulse on industry trends, competitor moves, and emerging customer demands. Updating demo scripts and sample data regularly to reflect these changes can keep your demos fresh and compelling, making sure your product stands out in a competitive landscape. Following data-driven Product Management practices can help you monitor and stay ahead of the curve. 

Set up a feedback loop with Sales and Customer Success

Feedback from the teams conducting demos is a goldmine for product insights. Listen to what’s resonating, what’s unclear, and where questions arise when presenting a live demo. By setting up a customer feedback loop with Sales and Customer Success, you can stay informed about how prospects are reacting to demos, which features get the most attention, and what might need clarification or enhancement.

This allows you as a Product Manager to leverage product demos to make improvements and create a more attractive product.

Now, I know what you’re thinking. Salespeople, if they’re doing a good job, are busy as hell – running from call to call, chasing invoices, ringing bells. It can be hard to get them to take a hot minute to share feedback with you. We get it. We’ve been there.

But, fear not, we’ve created what you need to rectify this problem. Not only do we have a guide on how to Get Customer Teams to Share User Feedback, but we also have a ready-made training deck that you can take along to their next sales meeting and present to the team (it includes a speaker script). Download a copy of the slide deck below .

Refine the self-serve demo experience

For self-serve demos, use data and A/B testing to continually improve the user journey. Look at where users drop off or seem confused, and refine the flow to remove friction and better showcase your product’s core value. Consider split-testing different versions to understand which sequences are most effective at moving users to activation.

Show, don’t tell

Product demos play a critical role in the customer journey, helping prospects understand and experience the value your product offers. While Product Managers may not always be directly involved in presenting demos, their influence is essential in shaping the experience.

By crafting a compelling narrative, sharing valuable customer insights, and ensuring realistic demo environments, PMs can significantly improve the quality and effectiveness of demos.

Collaborating closely with Sales, Marketing, and Customer Success teams ensures that demos resonate with the specific needs of potential users, showcasing the product’s true value.

And don’t forget to keep coming back to these demos! Ongoing refinement is key. As customer needs and market dynamics evolve, you need to stay attuned to feedback from demo sessions and adjust content accordingly.

I’ve already offered you access to our interactive demo environment – why not also come and see our live demo in action! Come and see what the best Product Management tool in the world can do for you and your team  .

The post Making Your Product Demo Better as a Product Manager appeared first on ProdPad.

Why is it important to study good release notes examples? 

Why spend the time researching release notes examples? Well, it’s because it can point you in the right direction when shaping your own announcements. We think many companies do release notes a disservice. Not enough effort is put into them, as they’re often seen as a job to be done, and not as opportunities. 

By looking at how other top PLG companies are doing it, and by implementing some of their practices, you can make your release notes better than your competitors, helping you to boost performance and product adoption rate. 

By using your release notes as an effective Product Marketing channel, you can maintain engagement and nurture users into lifelong customers. 

Checking out release notes examples can help you get a feel for how others manage tone and context. Learning from others can help you fine-tune your language, and prioritize what you need to highlight in your release note documentation. 

What should be included in release notes? 

There are a few core sections we believe need to be included in your release notes, and the following release notes examples back that up. When crafting your release notes, make sure to include: 

• An introduction header 
• A summary of your main, most impactful changes 
• The impact this has on the users
• A more in-depth overview of all the new features, enhancements, and functionality 
• Bug fixes 
• Known issues and limitations that you’re working on

We go into far more detail on how to write quality release notes in our sister article on this subject. Check it out for a deeper understanding of what you need to do when writing release notes. 
We’ve also got an editable release note template that you can use as a step-by-step guide to crafting compelling release note documentation. Make sure you get your hands on it – it’s an invaluable resource to help you up your release notes game.

10 Awesome Release Notes Examples

We’ve searched far and wide to find some of the best release notes examples out there in the wild that you can follow to create fantastic release notes of your own. 

As we go through this list, you’ll notice that many different brands have different approaches to their release notes. That’s a good thing, as we don’t want them to all start looking the same. Release notes examples are varied, and it’s down to you to find the best approach that gels with your product, your market position, and your tone of voice. 

Another thing to consider when creating release notes is to think about the industry you’re in and your product type. Users in some industries expect certain types of release notes, based on the typical approach Product Teams take across the sector. It’s important to keep your release notes industry-specific, to make sure they hit the right note. We’ve split up our examples into different product types to help you find release note examples that match what you do. 

Right, let’s quit the rambling. Time to jump right in. 

Release notes examples for Product Management tools: ProdPad

Let’s start with us. We wouldn’t dare put other businesses under the microscope if we didn’t think our own release notes were up to scratch. We share release updates each and every week, so we’ve got the experience in creating regular release notes. 

A core feature of our release notes at ProdPad is that we keep them very well organized. We like to keep things tidy, so organize by month, and then add links to all the different product releases that have happened during that timeframe. 

This makes it easier for users to see the most recent changes. Plus, if a user tries our product, churns, and then returns after a few months, they can quickly check out previous release notes to see what’s changed during their time away. 

We also separate each specific release note writeup into different categories, depending on what we’ve done. In our release notes, users can easily scan between bug fixes, UX/UI improvements, beta updates, feature updates, and loads more.

Our release notes are purposely short and sweet but go into enough detail to help users understand what has changed and why we’ve made the update. Big new features also have images and diagrams to help users understand these changes and quickly get started with our integrations and updates. 

Unlike a few others, we keep our release notes within our Help Center. This gives users centralized access to self-serve and find release notes without needing to wait for an update email or notification.

Release notes examples for design tools: Figma 

Figma is a design tool that has a lot of different user segments. Not every user is going to be interested in, or directly impacted by, a new release for a feature that they don’t use or need to use in their role. Figma understands this and makes sure that its release notes can be customized to each specific user persona. 

This is done by organizing each release note into different categories and tagging them based on specific features and use cases. This allows users to filter through the updates and discover the information that’s most relevant to them. 

This is a great approach to adopt yourself, as it prevents users from being bombarded, and works great if you have a varied user base all using your product in different ways. The best release notes are relevant release notes, and following this release notes example helps you customize your documentation to the right users.

Release notes examples for customer support tools: HelpScout

HelpScout understands the value of making release notes engaging. They do this by supplementing their release notes with imagery and product tour videos to provide a more demonstrative way to showcase and educate users on their changes. 

This approach can improve overall feature adoption, and reduce the number of confused messages to the Support Team, making sure that users understand and explore the full range of the product. By doing this, the help center and live chat software product keep release notes personal and turn them into a supercharged marketing opportunity. 

They include loads of shoutouts for readers to try their new products, detailing the benefits of the new updates and how they help multiple types of users, giving them incentives to explore more. 

Release notes examples for analytics tools: Mixpanel 

The way Mixpanel handles software release notes is a great example for Product Managers who want to boost the visibility of their release note updates. Their approach here is to have their release notes front and center and easily navigational as part of their main website menu. This makes it super easy for users to access their changelog.

We think this is a great idea, as there’s no point hiding your release notes away in the back corners of your website or app. You should be proud of your release notes, so show them off. 

Another great approach from Mixpanel that you’ll find in many release notes examples is that they organize their release notes in a blog style. Most SaaS product users have experience reading blogs, so this approach makes release notes familiar to users and easier to understand. 

When viewing the blogs in Mixpanel, you first only see the main highlights, making it easier to scan through the product releases, while also giving you the option to dive deeper and learn more on any that interest you through a clear call-to-action. 

Release notes examples for communication tools: Slack 

The release notes from Slack are a particularly striking release notes example due to the uber casual and friendly way their notes are written. They read more like a conversation than a serious document, which goes well for a business in the communication industry. 

Now we wouldn’t recommend emulating everything about Slack. Often their release notes are pretty short and lack explanations, but we are big fans of their approach to the tone of voice, serving as a reminder that your release notes need to match your brand voice and should have some character and personality within them. If your release notes are dry and boring to read, they’re not going to be as effective as they could be.

What’s nice is that Slack consistently posts updates, even if there have been seemingly minimal changes. Sometimes it can be frustrating to check out a release note and just see ‘bug fixes’. Slack takes this as an opportunity to inject character, with some of their release notes turning into comical musings. When things get serious, or a bit complicated, they also link out to explainers to cover the more technical details. 

Release notes examples for CRM tools: Salesforce

Maybe you’re less keen on little-and-often release notes. Maybe, it suits you better to collate all your updates into larger, less frequent release notes. This is the approach Salesforce makes to suit its audience instead of a consistent stream of smaller less impactful updates. 

Salesforce publishes three release notes a year in their spring, summer, and winter updates. This could be a good approach, as it ensures that your updates appear significant and helps to reduce the number of times your users will have to engage with your release notes. But, it can lead to them being pretty overwhelming and intimidating. 

Although we’d suggest keeping your release notes snappy and easy to digest, sometimes you’ve made so many changes and updates that it’s hard to do so. In that case, we’d definitely recommend implementing the filter approach that Salesforce has done with theirs. 

This is somewhat similar to the Figma approach, with the main difference being that you can also jump between headings tags that interest you from a Table of Contents. This can make these larger documents easier to get through. If you’re only interested in a specific area of Salesforce, you can also filter by product area, feature impact, and by products. 

This helps users find information that best suits what they need. You can also export your filtered view as a PDF to have as your reference whenever you need it.

Release notes examples for marketing tools: Hubspot

HubSpot’s software release notes stand out due to their clear and user-friendly structure. They achieve this by having a lot of the previously mentioned functionality, like adding a filter, using a blog-style approach, and having it as part of their help center. 

What stands out instantly is the visual approach to Hubspot’s release notes, especially when first searching for them. With a distinct color scheme, you can easily identify release notes alongside other useful updates that may be interesting. 

A nice touch is a total views tracker. This can help readers understand what’s worth reading by seeing if it’s been heavily interacted with or not. A release note with many views is likely more important than one with fewer. 

Hubspot’s approach emphasizes accessibility and consistency, with well-organized notes that are easy to find within their help center. Consistent formatting across all updates builds trust and improves user experience, as they know exactly where to look for each type of information. This familiarity can also build brand identity, so it’s important to follow suit and stick with a consistent, reoccurring style. 

Our favorite thing about Hubspot is that they include links to their blog posts, making it easier for them to find useful educational material and continue their learning. 

Release notes examples for Project Management tools: Trello

Trello approaches their release notes in a very straightforward manner. In fact, they’re more like a changelog, documentation traditionally meant for your development team that removes some of the extra fluff and detail that makes release notes what they are. They keep things simple with short, bullet-pointed updates that highlight the new features or fixes. 

Each release note entry is succinct with plain language, allowing users to quickly scan through and get a sense of what’s been added or modified without overwhelming them with too much information. This format is ideal for Trello’s user base, which includes both technical and non-technical users who want fast and easy access to relevant information.

Doing something similar can be a good option if you value easy-to-absorb release notes, but we like things with a bit more meat on the bone that goes into a bit more detail to provide context.

What we do like about Trello is that they include clear tags to make it very easy to see what each product update is about on their changelog. These tags are color-coded and easy to search for, helping users find updates that they care about most. 

If you want more information about each update, there are dropdown menus that add extra context and relevant links. 

Release notes examples for E-commerce tools: Shopify

Shopify also swaps traditional release notes for a more technically-minded changelog. As their customers are e-commerce platform creators and users, this approach makes sense for the majority of their audience. Still, they keep things clear, using a very novel timeline approach to help separate product releases and make it clear what’s happened and when. 

As with others on this list, you can filter through based on product type and features you use, and can also easily see if each update is an improvement, a change, or a new feature. 

If you come across a release note that you like the look of and find interesting, you can click on the headline to learn more and get more information about the change. 

Release notes examples for fintech tools: Stripe

Stripe is a bit of a two-in-one, as instead of having one release notes example, they have a couple. Stripe has two different changelogs depending on the target audience, with one being designed to provide technical details, while the other created to be more universal and easy to understand for all. 

This more jargon-free and accessible changelog is found on their blog and organizes their entries across a timeline. 

These release notes don’t go into deep detail, instead just contain a headline about the change, alongside a category tag so that users know what features this change impacts. Like many other release notes, you can filter based on the tool, helping you find the release notes you need. 

From this more universal release note example, you can click on each item to be taken to the more technical and detailed changelog, found on their Stripe Docs help center. 

When viewing this version of the changelog, you get a hell of a lot more information, a lot of which may be too technical for all users. Like the non-technical version, you can still scan the headlines, but then access documents that provide more information on what the change is, how it impacts the user, and how to upgrade to make use of these changes. 

If you have a couple of different types of users that are distinct from each other, it could be wise to follow this approach and have two different release notes or changelogs, directing the appropriate audience type to the release notes that suit them.

Learn from what’s around you

To wrap up, remember: leveling up your release notes isn’t just a box to check; it’s a real opportunity to connect with users and build excitement around your product. By exploring how others are shaping their updates, you can pull in fresh techniques and discover what might resonate best with your own audience. 

The examples here showcase just how creative you can get with structure, tone, and delivery – these brands make their release notes work harder, standing out as more than just routine updates.

Take some inspiration from these examples and don’t be afraid to experiment. Whether it’s adding visuals, adopting a friendlier tone, or even crafting stories around your updates, each of these approaches can give your release notes that extra polish. 

Aim to turn a simple product update into a moment of connection with your users, keeping them engaged and invested in your product’s journey.

If our approach to release notes has sparked your curiosity, why not see it in action? Dive into ProdPad’s open sandbox, where you can explore all our features in a preloaded environment designed to give you hands-on experience. It’s a unique way to see how great release notes and powerful tools can make you a sharper, more effective Product Manager.

The post Best Release Notes Examples to Inspire You (And Your Users) appeared first on ProdPad.

What is a Product Management conference?

We’re not going to pretend that you were born yesterday. You know what a conference is – it’s an event where product professionals get together to learn from their peers and network. You’ll attend talks, maybe some private workshops, and come out with loads of fresh insight. 

The cool thing is that Product Management conferences are pretty different from others you’ll find in different industries. This is all to do with relevancy. 

Sometimes conference themes and itineraries will cast a pretty wide net as a means to appeal to a really broad audience across a certain sector. All to sell more tickets. CES, for example, started out being all about the TV industry but is now a general technology expo for pretty much anything to do with tech.

But there are benefits in being a bit more specific. Product-centered conferences tend to have a laser-like focus on what makes products tick, how you can fold the latest technology into your offering, and how learnings from other Product Teams can help define your roadmap.

Any Product Management conference worth its salt will feature keynotes, panels, and workshops from people just like you. That is to say, people who spend their day-to-day lives neck-deep in rollouts and product roadmaps for SaaS, cloud, and product-led growth businesses.

Why should I go to a Product Management conference?

Product Management conferences are a cornucopia of information and learning. But, they can also be intense, multiple day spanning events that can leave you feeling exhausted. So why should you go? 

Well, by attending, you’re exposing yourself to new ideas, knowledge, and relationships that can support you in your role. It can make you more productive and can improve your prospects too. They can help you professionally, and in your personal life as well: 

1. Professional advancement

If your role is a battleground, you can think of a conference as an armory full of weapons and gear that you can tool up with. You’ll get to hear from people working at a huge range of companies – many of whom might work or think in a completely different way to your usual style – and that can offer a unique perspective on how Product Management is fundamentally done. Beyond this, you’ll learn from industry Product Leaders and gain insights that might completely transform your product’s roadmap and priorities.

2. Personal growth

What’s your next career move? Where are you headed? We only ask because Product Management conferences have always been a great way to network, make new contacts, and sell yourself.

Now, you don’t need to make a fool of yourself at the post-event shindig to connect with people. Every industry is a bit incestuous, after all – and conferences are a great way to build your profile as someone who knows their stuff and looks like an interesting prospect for the future.

How do you pick the right Product Management conference? 

It would be near impossible to attend every available Product Management conference. In an ideal world, you can go to all of the ones on this list, but in an ideal world conferences wouldn’t average over $500 for a ticket . 

To make sure you attend a Product Management conference that’s right for you, think of these three main factors: 

Location

This seems obvious, but it’s worth mentioning. Conferences happen all over the world, and many may not be close enough for you to get to easily. 

While we’d say most conferences are beneficial experiences in general, you can probably plot a fairly clean line graph that correlates distance from your house with how worthwhile any given conference is. Which is to say: go if it’s feasible without breaking the (company) bank, but probably don’t rush halfway around the world on a whim. 

Speakers

If you’re eyeing a specific conference, it’s a good idea to see who the keynote speakers are and give them a quick lookup on LinkedIn to understand their roles and backgrounds. Doing so will give you an overview of how relevant the talks are going to be to your field and what you do. 

See, most Product Leaders aren’t going to be generalists. They’re going to specialize in an area of focus, be it product growth, product positioning, data driven Product Management, product pricing – you get the idea – every talk is going to have a niche focus. If those focuses don’t interest you, then it’s best to find some speakers and talks that do. 

Focus

Is this actually a Product Management conference, or something broader? Obviously, you can learn a whole lot from widening your horizons every now and then, but if you’re looking to network with, and learn from, people who deal with the same problems you do, it’s best to stick to conferences that hone in on Product Management in particular.

The 7 Best Product Management Conferences in 2025 

1. #mtpcon by Mind the Product

Where: Barbican Centre, London
When: March 10-11, 2025
Sign-up: www.mindtheproduct.com/mtpcon/london/ 

Mind the Product is the largest community of Product Managers, and if you work anywhere in Europe, #mtpcon is one Product Management conference you simply can’t miss. This Product Management conference connects some of the biggest names in Product Management, with their past guests being a literal who’s who of the biggest Product Leaders. 

Full disclosure: ProdPad Co-founder Janna Bastow is one of the original founders of Mind The Product, so we’re pretty biased here. That said, the pedigree of the conference speaks for itself, attracting thousands of attendees from all over the world. 

At #mtpcon, you can access hands-on workshops, interactive exhibits and product demos, and stay on the edge of the latest Product Management trends. They also host speed networking to help you connect with other product pros. 

From the site: “#mtpcon London is your gateway to the global product community – a place to learn, brainstorm, and network with product professionals from around the world.”

2. Product-Led Summit by Product-Led Alliance

Where: Hilton, Austin
When: February 11-12, 2025
Sign-up: world.productledalliance.com/location/austin 

If you’re using product-led growth to push your business forward, all eyes are on you to deliver customer value and revenue alike. This tailored Product Management conference from Product-Led Alliance is a great place to learn from the very best product people from PLG companies. 

This year’s conference boasts speakers from Google, Zendrop, Visa, Slack, and more, giving you unrivaled insight into being a PLG Product Manager. 

If you can’t make this, there are also plenty of other Product-led Summits across the year, happening in New York and Washington, as well as Amsterdam and Berlin for those not in the States. 

From the site: “Join product leaders in Austin to network with PLG experts to discover groundbreaking case studies, proven strategies, success stories, and real-world solutions you need to build exceptional products and propel your career forward.” 

3. Product World

Where: Santa Clara Convention Center, San Francisco Bay Area
When: February 11-12 2025
Sign-up: https://productworld.co/ 

Uh-oh, looks like Product-Led Summit has some competition, as Product World comes to the San Francisco Bay Area on the same dates. This conference is bigger though, and as it’s part of DeveloperWeek, it gives you the chance to rub shoulders with over 8,000 industry professionals. 

Product World is proclaimed as the world’s largest Product Manager conference, and it may as well be. It has a larger focus on the tech industry and boasts past speakers from the likes of Google, Facebook, IBM, Uber, and other Silicon Valley stalwarts. 

If you can’t make ProductWorld because you like the look of the Product-Led Summit in Texas, you can also catch virtual events and talks live online from February 18th-20th. 

From the site: “Join 1,500 tech Product Managers and Product Developers at the world’s largest Product Management & development conference/tradeshow!”

4. Product at Heart

Where: Kampnagel, Hamburg
When: June 25-27 2025 
Sign-up: https://productatheart.com/hamburg 

Product at Heart is a conference for the curious. It’s a three-day affair that includes talks, workshops, and loads more. Made for seasoned Product Leaders and those looking to brush up on their skills, the event is designed to push boundaries and sharpen your curiosity. 

Product at Heart has announced two keynote speakers for their 2025 event: Elena Verna of Dropbox, and Marty Cagan, two huge names that you should have come across before. 

Product at Heart is the German arm of Mind the Product and creates a unique event ideal for those in product leadership positions. 

From the site: “At Product at Heart, we believe in more than just standard talks and topics. We’re about pushing boundaries, offering fresh impulses, and sparking deep reflection among product people.”

5. ProductCon by Product School

Where: Metropolitan Pavilion, New York 
When: May 21 2025
Sign-up: productschool.com/productcon/newyork-2025 

ProductCon is one of the leading Product Management conferences, with over 2,000 attendees in their in-person events, with a further 10,000 joining online. This conference gives you the chance to learn about cutting-edge product trends and network with some of the biggest innovators in the field. 

ProductCon has had a lot of interesting past speakers, including key figures at Just Eat, King (the developers of Candy Crush), and Amplitude to name a few. The conference is tailored for both emerging and seasoned Product Managers, covering a wide range of topics, from product strategy and data-driven decision-making to the nuances of growth and scaling. This makes it ideal for deep dives into specialized knowledge that PMs need to stay competitive.

From the site: “Access cutting-edge Product industry trends and networking opportunities at ProductCon New York, organized by Product School. Meet innovators and develop your team’s Product mindset in the Big Apple.”

6. Industry: The Product Conference by Product Collective

Where: Public Auditorium, Cleveland, Ohio
When: September 15-17 2025
Sign-up: https://www.industryconference.com/global 

The Product Conference by Industry is a premium Product Management conference for software Product Managers. Here you get two days to explore various Product Management frameworks and methodologies to make you better. 

There’s an intense focus on AI, product strategy, and leadership, so if that’s your bag, come along. It’s a slightly more intimate conference, with fewer attendees compared to some of those previously mentioned, but that allows it to be more focused and a personalized experience. 

Helmed by the Product Collective, Industry’s slogan is ‘know you’re doing things right’, which speaks to an ethos of collective reassurance.

From the site: “Don’t waste your time and resources. You’ve worked too hard not to become the best Product Manager you can be.”

7. ProductX

Where: Smorlarz Auditorium, Tel Aviv
When: January 7-8 2025
Sign-up: https://www.productx.org/ 

Not all the best Product Management conferences have to be in San Francisco, or the U.S., or Europe, for that matter. The ProductX Conference is a premier annual conference for product professionals, showcasing innovative trends, expert-led sessions, and networking opportunities with Product Leaders. 

Known for its in-depth workshops, keynote speakers, and hands-on learning experiences, the conference provides actionable insights into a range of topics like product innovation, scaling, and user-centered product design.

ProductX 2025 promises cutting-edge sessions aimed at evolving skills in an ever-changing field, making it a top destination for PMs aiming to advance their careers. 

Their lineup of speakers for their 2025 conference includes Product Professionals from Wix, Microsoft, and Imagen. 

From the site: “The community members of ProductX are considered as the leaders and visionaries of the “startup nation” and the high-tech sector. We believe that Product Management is all about people, business, and communication.”

What alternatives are there to Product Management conferences? 

If you’re looking to quench that insatiable knowledge thirst of yours, there are plenty of other ways to learn from like-minded Product Managers. As luck would have it, we’ve got roundup blogs on four extra ways to top up your networking and know-how:

1. Product Management Slack groups

Did you know there are hundreds of Product Management Slack communities out there? They’re free to join and an easy way to stay in the loop with the latest from the industry – as well as an awesome resource when it comes to getting your questions answered.

To get started, check out our blog on the top 17 Slack groups for product managers.

2. Product Management certifications

I’ve said every day’s a school day. But what if they actually were? There’s a raft of incredibly empowering certifications available to Product Managers who want to level up their learning and skills.

We’ve narrowed down 6 product management certifications that are worth the hype.

3. Product Management books

Ever heard of books? They’re kinda like content but without share buttons. Wild. And, wouldn’t you know it, there’s a bunch of bestsellers out there designed to help Product Managers master the art of lean product development.

We’ve read (and recommend) these 14 books on lean product development.

4. Product Management podcasts

If you can’t make it to a conference, maybe you can have some of the industry’s greatest minds come to you. Or, more specifically, your ears – all while you cook, commute, or work out.

There are dozens of in-depth Product Management podcasts out there, all of which are free for you to scoop information from on a regular basis. And, yep, you guessed it, we’ve listed out the 10 best Product Management podcasts for you.

A good old get-together

Product Management conferences are a great option for Product Managers looking to find the best learning opportunities. These conferences offer much more than just presentations; they provide immersive experiences where Product Managers can explore the latest trends, meet Product Leaders, and dive into topics that directly impact product success.

Attending these events empowers teams with fresh perspectives, innovative tools, and the chance to sharpen skills, making it a worthwhile investment for anyone looking to stay competitive in a fast-paced industry.

But the value doesn’t stop at the conference. Integrate the knowledge gained from them with a Product Management tool like ProdPad to streamline strategic planning and execution. With a solid foundation from these conferences, paired with the right tools, your team can turn inspiration into actionable strategies that propel your product forward. Give ProdPad a try to see how you can action the knowledge you learn. 

The post Product Management Conferences You Can’t Miss in 2025 appeared first on ProdPad.

How do you define a North Star metric? 

A North Star metric is essentially the single metric that every team in your entire company strives to achieve. It’s a customer-focused metric and should be one that if you hit it, you’ll be able to drive revenue growth and product success. It’s the key measurement that guides a company’s product strategy by clearly connecting customer value to business growth. This vital metric helps align Product Teams and more around a common goal, ensuring that efforts are focused on what truly matters for long-term success and avoiding the pitfalls of dangerous vanity metrics.

Got it? If not, we have a deep and detailed glossary article on North Star metrics that covers EVERYTHING you need to know about them. Check it out if you want to learn more, like why it’s important, how to set one for your own product, and how to properly measure it.

How do you choose your North Star metric? 

Not to catch you out, but if you’ve read our North Star metric glossary article, you’ll already know how to set this key metric. Seriously, we have a whole dang infographic on that. 

Keeping things light here, the most important thing you need to know is that choosing a North Star metric boils down to defining a metric that connects customer value to business growth. If it sounds like we’re repeating ourselves, that’s ‘cause we are! Your North Star metric revolves around this idea, so it’s worth saying twice. 

There are many questions you can ask yourself to help you land on the perfect North Star metric example for you, but it really all simmers down to these three must-haves: 

1. Has to reflect customer value: Your North Star needs to capture the essence of what users value most about the product. That’s why many North Star metric examples are related to user activation, tracking the occurrence of the vital customer action that gets them hooked. 

2. Has to be measurable: There’s little point having a North Star metric that you can’t measure in your product data. It needs to be something tangible and quantitative. Sure, improving customer satisfaction is a good goal to have, but it’s harder to measure reliably than something based on their actual use of your product. So better to choose a weekly usage statistic as your North Star and use that as an indicator of customer satisfaction.  

3. Has to focus on long-term success: Rather than focusing on short-term gains, the best North Star metric examples signal ongoing engagement and loyalty. You’re tracking this metric for the long haul for sustainable growth, it’s not a short-term hyperfixation for a specified length of time. 

North Star metric examples for different types of products

Now it’s time to get into what you came for – some real-world North Star metric examples. Getting a sense of what successful businesses choose for their North Star can help you figure out the best one for you. 

That said, there is one important rule: don’t copy these North Star metric examples word for word. Doing so won’t make you magically have a good one yourself. That’s because North Star metrics are super personal. They relate heavily to each individual business. Your North Star needs to relate to your product vision, not someone else’s.

Now that you’ve been warned not to copy someone else’s homework, let’s take a look. We’ve broken things up into different product types to help you understand how the market and types of customers affect your overall product goals. 

Business software

Hey look, that’s us! If we’re going to be analyzing North Star metric examples, we may as well start with us. Our North Star is all about customer retention, tracking Net MRR (Monthly Recurring Revenue) to ensure that what we’re doing entices users to stick around. And to pat ourselves on the back a bit, we’re doing a good job at that. 

We love our North Star metric because of how it aligns all our teams to this customer-driven focus. It ensures that everyone in the product trio, plus Customer Success, Sales, and even Marketing is driven to provide great value in everything we do – be it a new feature release, product improvements, or customer support. 

We want our users to be lifelong advocates of ProdPad. Kind of like a fan of a band from the 90s who’s still listening to their music 30 years later. This should be a goal of any form of B2B SaaS, as these types of products thrive on sustained usage, making a metric focused on MRR a good option. It shows that customers are finding continuous value with the product. 

But enough about us, what are some other good North Star metric examples for business software? Some things you can track include:

• Feature engagement percentage: This measures how deeply users interact with key features, highlighting whether customers find real utility in the SaaS tool. For instance, if 70% of users are actively using a new feature, it’s a sign the feature hits the mark, and that customers are seeing the value in what you’re providing.
• Customer lifetime value (LTV): Tracking customer lifetime value allows SaaS businesses to understand the total revenue a customer generates throughout their relationship. This metric emphasizes the importance of retaining customers and enhancing the customer experience.

E-commerce

If we’re going to be talking about e-commerce, we can’t look beyond Amazon, the leading e-commerce business in the world – by a long shot. Amazon keeps an eye on purchases per month as their North Star metric. 

This is a solid North Star metric example as it relates to the core action of an e-commerce product – buying products – but also gives them a glimpse into customer satisfaction. If users are increasing their purchases, then their satisfaction is clearly not on a downward trajectory.  

Of course, Amazon tracks a lot of other key performance indicators alongside their North Star metric, and that’s something you should be doing too. 

Remember, your North Star metric isn’t a replacement for tracking others KPIs, it’s just the one you care about the most – like a favorite child. In fact, you should track related KPIs that give your North Star some more context. For Amazon, they track things like average delivery times, the number of returned items, and more, which are all focused on their core mission – to be the most customer-centric business in the world.

As an e-commerce business, your goal for growth is to get users to continue buying from you time and time again. To that end, here are a couple more North Star metric examples you can focus on if you don’t vibe with Amazon’s:

• Returning customer rate: Tracking your returning customer rate is an insightful North Star metric for e-commerce products as it signals longterm customer loyalty and satisfaction. High returning customer rates shows that users enjoy the e-commerce experience and trust the brand, leading to predictable revenue growth. 
• Average order value (AOV): AOV measures the average amount spent per transaction. Increasing this metric can indicate successful upselling or cross-selling strategies and helps gauge the effectiveness of promotions or product bundling. Higher AOV also directly impacts revenue without needing to get more customers.

Communication tools

Zoom’s North Star metric is a powerful example fora communication tool, as it highlights the importance of identifying actions that reflect genuine user engagement. For Zoom, the focus on frequency – tracking the number of critical actions, like meetings or calls per week- enables them to gauge both product stickiness and user reliance. This is particularly important when you have a communication product, where long-term growth often hinges on consistent, habitual usage rather than occasional or one-time interactions.

Frequency-focused metrics like Zoom’s help track sustained engagement and user retention. By honing in on weekly active usage, Zoom captures a real-time snapshot of customer loyalty and satisfaction, which is crucial for adapting and responding to market needs. This also supports data driven Product Management: if the frequency drops, it could indicate a need for new features, improvements, or more effective customer support.

Additionally, Zoom’s approach aligns with the trend of Product-Led Growth (PLG), where the product itself drives user acquisition and retention. A frequency-based metric allows Zoom to pinpoint precisely how often users find value in their platform, shaping their growth strategies around improving those moments.

Some other great communication-focused North Star metrics include:

• Time spent in meetings/calls: Tracking the total time users spend in meetings or calls gives you insight into how well your product is meeting customer needs. A longer average suggests that users rely on your product for in-depth discussions or prolonged interactions, indicating strong engagement and utility.
• Time to value (TTV): Time to value tracks the time it takes for a new user to experience the product’s wow moment. Reducing TTV is critical for improving user onboarding and increasing conversion rates, as quicker value realization encourages users to engage more deeply with the product.

Collaboration tools

The value of collaboration products comes from users having other active teams to interact and work with. If that number is below your benchmark, they may not be getting the most value out of the product. That’s why tracking daily active users is such a useful North Star metric for Slack. It directly correlates to its goal of being an everyday utility for teams. 

DAUs reflect engagement and reliability, showing how much teams depend on Slack for their workflows. By improving DAUs, Slack measures how effectively they make work-life easier and more connected, a critical element for a productivity tool aiming to boost collaboration.

Of course, there are other metrics collaboration tools can follow, such as:

• Daily messages sent per user: This product adoption metric measures how many messages each user sends daily, reflecting individual engagement levels. A higher average indicates that users are actively utilizing the platform for communication, which suggests that the tool is integral to their daily workflows.
• Average response time to messages: Measuring the average response time to messages can indicate how quickly users are communicating. A shorter response time suggests that the platform facilitates prompt interactions, which is crucial for effective collaboration and maintaining productivity.

Entertainment and media

Entertainment and media products will have slightly different North Star metric examples, more focused on total usage. Your goal is to keep users engaged with your product and to increase screen time, so Netflix’s North Star of total hours viewed is a great example. It’s a direct reflection of engagement. When people spend more time watching, it indicates they find value in the content. Hours viewed shows that users are not only engaging with Netflix but enjoying it enough to stay. This metric is ideal for Netflix, as it directly ties into their goal of being the go-to entertainment platform.

If your product is focused on written content, like Medium, you can augment this metric into something like ‘minutes spent reading per week.’ There are actually quite a lot of potential North Star metric examples that will work for media products. A few more include:

• Subscriber growth rate: Many media products use a subscription-based product pricing strategy, so tracking the growth rate of subscribers provides insight into the company’s ability to attract and retain paying customers. A consistent growth rate indicates strong demand for the content offered and effective marketing strategies.
• Content completion rate: This metric measures the percentage of viewers who finish watching or reading a piece of content, such as a movie, episode, or blog. A high completion rate indicates that the content is engaging enough to keep viewers interested from start to finish, which can inform product production decisions.

Hospitality and travel

For hospitality and travel products, things are a bit more unique. These apps must cater to users who are frequently on the move, seeking seamless, personal experiences that enhance their journey. They demand intuitive interfaces, quick access to essential information, and features that cater to both planning and in-the-moment needs. Ensuring high user engagement, a smooth user interface, and strong retention is key to making every interaction feel valuable to the customer.

Tracking the number of nights booked is crucial for hospitality and travel products like Airbnb because it captures the platform’s effectiveness in meeting the needs of both sides of its marketplace: travelers and hosts. Each booking reflects not just the platform’s reach but its reliability and value, creating a direct link between user satisfaction and business growth. 

Each night booked serves as a tangible indicator of entire marketplace trust. For travelers, it shows they trust the platform to offer secure, enjoyable, and unique accommodations. For hosts, it reflects trust in Airbnb’s ability to connect them with reliable guests. This trust is essential to Airbnb’s brand and long-term sustainability.

It also provides a good customer feedback loop. Nights booked offers a metric that reflects the overall user experience. High booking rates imply that users find value in the offerings, feel that the interface is intuitive, and trust the payment and communication systems. Tracking this metric can inform Airbnb of areas where experience can be further enhanced or optimized. 

Of course, there are more things you can check out when looking for a North Star metric example for a hospitality and travel product. Other important metrics that can become your North Star include:

• Booking conversion rate: This tracks how many users go from browsing to booking, reflecting the product’s ability to convert interest into action. It’s a crucial North Star metric because it directly measures the app’s effectiveness in turning potential interest into actual revenue. A high conversion rate suggests that the app is successfully engaging users, providing relevant options, and simplifying the decision-making process. 
• Time from search to booking:  Shorter times suggest a smooth user experience, an intuitive interface, and successful personalization and recommendations, encouraging users to act quickly. A shorter booking time often means users aren’t facing barriers or confusion, which is key in travel where decisions may need to be quick and convenient. 

Bad North Star metric examples

To help you create your North Star metric, it’s not enough to just see the best-in-class examples. It’s also worthwhile to see some bad ones so you know what to stay away from. 

Now we’re not going to be cruel and highlight any real examples because we don’t want to pick on anyone. That’s not nice. Instead, here are some generic creations that you might see and why they suck. 

If you’re reading these and notice a stark resemblance to your North Star metric, I don’t know what to tell you. You know what you need to do. These are the kinds of things you want to avoid. 

Number of sign-ups 

This is a pretty poor North Star metric as it only tracks the acquisition stage of the customer journey. This metric tells you next to nothing about how they’re using the product, and if they’re getting value from it. 

Users may sign up and never return, making this an unreliable measure of how well your product is doing. Something better may involve tracking active users. 

Number of free trial users

Oh boy, tracking something like this is a bad move. Yeah, free trials indicate the interest people have in your product, but again, it doesn’t let you see if users are finding the value in your product. And remember, it’s that value that drives success. 

You may see a huge uptick in trials and think, great, people love our product, but that can be explained by a good marketing strategy or offers, not because your product rules. This metric doesn’t highlight long-term customer retention or engagement, which are crucial for growth.

Any vanity metric

To be honest, if you’re using vanity metrics as your North Star, you’re completely missing the mark. Website visitors, app downloads, and even feature usage counts won’t work because they fail to measure product value. These metrics are as hollow as a balloon. They can paint a rosy picture, but won’t inform you if your product is solving customer problems. 

North Star metric examples – your role models

Your North Star metric serves as your torch in the dark. It shines a light on your product to help you align your strategies around a common goal and drive meaningful growth. This metric encapsulates what success looks like for an organization, focusing on user engagement, satisfaction, and long-term value. While it’s essential to look at industry-specific North Star metric examples for inspiration, it’s crucial to remember that these should serve as role models rather than exact blueprints.

Every business is unique, with its own goals, customer base, and challenges. Adopting a North Star metric that directly reflects your specific objectives will ensure that it resonates with your team and truly drives your success. Use these examples to ignite your creativity and spark new ideas, but tailor your metrics to suit your organization’s needs.

Define your North Star and let it guide your roadmap. If you’re ready to elevate the way you use product roadmaps, give ProdPad a try. Our free trial shows you how ProdPad streamlines planning, helps prioritize what truly matters, and keeps your entire team aligned with your North Star metric – all so you can build better products with confidence.

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