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In this story, we are reaching the end of the chapter on the Product Hero and the foundations of the book.

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Product Model and Hierarchy of Needs

June has been amazing and terrifying.

A new coaching contract.

Two weeks of vacation, far away from everything.

Still, I managed to send two newsletters and keep a presence on Twitter.

The return was more complex.

I may have reached a ceiling on Twitter.

Yet, the answer and support from the community was unbelievable.

Today, there is one thing I am excited about.

We are reaching the end of the second chapter of the book.

In the last weeks, I have emphasised the hero at the centre of it all.

We, the Product Managers.

And we are about to go next on an adventure, and I will share with you some battle experiences.

But I can't let you go unequipped before we lean towards the battlefield.

So here we go!

From the Lean Product Canvas to the HEROES Model, we'll explore how each tool can shape how you approach product development and strategic thinking.

The Product Creators are the ones who are ultimately held accountable for the product's success and its impact on the business.

On our hero's journey, we must share our vision and bring everyone on an adventure.

I recently shared a tweet explaining what good product management means to me.

I had multiple discussions this week with Aspiring and Seasoned Product Managers. We all have our unique ways and favourite tools.

I'm not a huge fan of frameworks. Many people promote frameworks mainly to sell their consulting services.

Just because a method works for Google doesn't mean it'll work for a medium-sized company in Spain.

Less is more!

What tools/methods/models can you use?

I want to talk first about the foundation of a business.

Without a business and a business idea in mind, there is absolutely no point in talking about anything else.

At the beginning of my career, I needed to understand the true sense of developing a business. The more I grew in the Product management world, the more experience I acquired.

I am all for being customer-centric and listening to our customers.

However, it makes me cringe when people forget to talk about the business or say, "It's the right thing to do for the users".

In my head, it's like, "Who pays your salary?"

Even FAANG do things for their interests.

Google Product Cemetery is a good example.

Apps used by millions of users were discontinued without any regard for their customers.

Another example is Airbnb, a slight look at guests' complaints about hosts or fees will tell you everything about their focus.

How do you take into account all of this? And how do you put everything into one model?

The Product Business Hierarchy of Needs

The foundation of the business can be represented as a Maslow-like pyramid. It is a visual representing the factors critical to a successful product and business.

Here is a way to represent the foundation of the business.

Like Maslow's hierarchy of needs, I think it's important to understand your market before identifying and addressing your potential customers.

Knowing your customers is the foundation for identifying and addressing their needs is the key to developing a successful product.

Understanding the Pains & Needs, seeking opportunities and being able to answer them is where you can find Product Market Fit.

I experienced Product Market Fit.

In StartupLand, Product Market Fit is a unicorn. Founders are looking for desperately.

It happens when you build something users are taking out of your hands.

The way it looks or is packaged doesn't matter.

They are ready to pay more, and you need help supplying the demand.

The pyramid approach can guide and ensure we address all necessary considerations systematically and logically.

It underscores the principle each stage in product development and business strategy builds upon the preceding steps, reinforcing the importance of a thorough, step-by-step approach.

To support the documentation of the business, I recommend using the Lean Canvas Model to represent the business you are about to build.

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Building the Product is the tricky part.

I struggled many times when trying to follow one model or a framework.

The intuition part and the scope of the Product Sense were missing.

I came up through the years with the HEROES System.

The HEROES System

The HEROES System and this book culminate a long journey I undertook to find my footing in my role and formulate my unique definition of Product Management.

The system underscores the role of a hero for customers, striving to craft experiences that harmonise the needs of both the business and the user.

The HEROES system extends beyond the scope of mere product development or technology.

It serves as a guide, a roadmap for producing our ambitions.

This could mean cultivating a culture of excellence, forming a new team, or even productising ourselves.

Its essence is enabling everyone to thrive and discover a purpose.

The customer of the product remains at the centre of this system.

I intended to design a system that is accessible and valuable, even for those who aren't product managers.

It's a tool for anyone aiming to craft something superior, whether you're a CEO, designer, data scientist, developer, or anyone else.

I am still working on the system to introduce it to you in the best way.

Here is the impact and the scope of the HEROES System on the Pyramid.

The system is built on six fundamental pillars: Habits, Experiences, Resolution, Outcome, Engagement, and Storytelling.

• Habits: By understanding your target users’ daily routines and environments, you can design a product that integrates seamlessly into their lives. -
• Experiences: Users’ expectations are often shaped by their past experiences. Analysing those experiences and their emotions can lead to the discovery of untapped opportunities. -
• Resolution: Underscore your product’s revolutionary or innovative aspects to attract users. What is your commitment, and how does it translate into value? -
• Outcomes: Clearly define the tangible benefits or results that users can anticipate from your product. -
• Engagement: All successful products have something more. Something that keeps users engage. How will your product maintain user engagement over time? -
• Storytelling: It is paramount how you narrate your product’s story and market it to your audience. The aim is to construct a brand, a compelling narrative that resonates with users.

It’s a work in progress and is this book’s foundation.

Last Thoughts

On top of those tools and models, as a product manager, you will need a deep understanding of Product Development Frameworks.

Agile, a well-known model, promotes iterative development and encourages adaptability and customer feedback.

Other models include Waterfall, Lean, and Scrum.

Using these tools and models can significantly enhance your ability to make informed decisions about your product and its development.

It’s crucial to remember that no single tool or model is a silver bullet.

It’s about picking and combining what’s best suited to your product, team, and business context.

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Whenever you are ready, here is how I can help you:

• If you need more personalised help, you can book a session with me. Follow this link -> Book a session​