#mtpcon London 2023: A Detailed Recap of the Talks

Returning to #mtpcon London is always a special experience. The atmosphere, the camaraderie, and the wealth of knowledge shared are unparalleled. For those who’ve been with us throughout the years, you can revisit our previous write-ups here.

This year, the speakers truly outdid themselves, offering profound insights that left us all inspired. Let’s delve deeper into each of their talks, to take a look at the key insights and takeaways from their fantastic presentations.

1. What We Get Wrong About Technology by Tim Harford – Behavioral Economist & FT Columnist

In his opening keynote, Tim Harford, a renowned behavioral economist and Financial Times columnist, delved deep into the history of technological advancements and drew parallels between the past and the present.

His insights provide a fresh perspective on how we should approach the rapid advancements in AI and what it means for our future.

Electrification’s tipping point 

Tim drew parallels between the sluggish adoption of electricity and the current advancements in AI, recounting the story of electrification and its profound impact on industry.

The transition from coal to electricity wasn’t immediate. In fact, it was a slow process that only gained momentum during World War II. With laws impacting immigration and a pressing need for more manpower to handle the same jobs, there was a dire need for a more efficient way of working.

Manufacturers were on the lookout for highly trained and motivated workers who could control machines, thereby increasing output and efficiency. The solution? Small electric machines.

Unlike the cumbersome steam engines, these electric machines were compact and could be placed directly at workstations. This eliminated the need for proximity to a central drive shaft, which was a significant limitation with steam engines.

However, the lesson here wasn’t just about replacing old technology with new. As Tim aptly put it, “It’s not enough to replace the steam engines with the electric dynamo.” The real transformation came when industries adopted an entirely new way of working and reorganized their layouts to unlock unprecedented efficiencies.

The spreadsheet revolution

Tim also shared another fascinating story about the advent of the spreadsheet over 40 years ago. Before digital spreadsheets, accountants were primarily engaged in arithmetic, using large paper sheets.

It was a tedious and inefficient process until a computer scientist, while pursuing an MBA and taking an accountancy class, recognized the inefficiency of manual accounting. This realization led to the creation of the first spreadsheet software. From VisiCalc to Excel, the digital spreadsheet era had begun.

The audience chuckled when Tim remarked, “Who doesn’t want a creative accountant?” But the underlying message was clear. With the mundane task of arithmetic taken care of by software, accountants could now focus on more creative and value-added services.

The future is ours to shape

Drawing a parallel to today’s world, Tim highlighted the challenges and opportunities presented by AI. He emphasized that societal changes are crucial for us to harness the full potential of AI. In his words, “Don’t worry. We will bend to fit the technology. We always do.”

But it’s not just about adapting to technology. As he pointed out, “It’s no good reorganizing your company. It’s no good buying more computers. You need to do both.”

Tim concluded his talk with a powerful message for product developers and innovators. He said, “All technologies reshape our organizations,” adding, “We are in the process of another reshaping.” The onus is on us to determine how generative AI will shape our future.

In essence, Tim Harford’s insights serve as a reminder that while technology evolves, it’s up to us to decide how we adapt, innovate, and harness its potential for a brighter future.

2. 10 Years Wiser by Nilan Peiris – Chief Product Officer at Wise

At the heart of forex transfer firm Wise’s success over the past decade is their Chief Product Officer Nilan Peiris’ beliefs, shared on the #mtpcon stage both in 2013 and recently again in 2023.

Reflecting on his journey, he revisited two bold positions he took at #mtpcon a decade ago:

1. Evangelism is the biggest driver of growth.
2. Their unique approach of working in autonomous teams.

The burning question: How have these principles scaled and evolved over the years?

Evangelism’s power over growth

A decade ago, a whopping 70% of Wise users came on board through friends. Fast forward to 2023, this figure stands strong at 63%. What makes this even more impressive? Today, Wise handles 4% of the world’s money transactions.

The secret sauce? The NPS (Net Promoter Score) Richter Scale, a concept introduced by Nilan. Here’s the gist:

• A jump from a score of 5 to 6 doubles the number of referrals.
• Move from 6 to 7, and it doubles again.
• Essentially, those rating Wise 9 or 10 are their biggest evangelists.

Crafting a 10x better product

To truly grow NPS, Wise delved deep into customer feedback. Three consistent desires emerged: Price, Speed, and Ease of Use.

Nilan’s mantra: For genuine advocacy, your product should be 10 times better than the rest. And he admitted that this would be hard. He quipped, “If you aren’t in that state of existential crisis, you aren’t trying hard enough.”

A testament to this? Wise’s instant transfers. While traditional transfers take 3-5 days, Wise aimed for them to be instant. After years of effort and securing a ‘settlement account’ at the Bank of England, now 60% of their transfers are instant – a feat no competitor matches.

Mission-driven marketing

Beyond product excellence, Wise embraced mission-driven marketing. Nilan shared an anecdote of what he termed the “world’s worst marketing email.” Lacking a typical CTA, it simply echoed Wise’s mission. The result? Unprecedented engagement.

Their mission wasn’t just words. Wise championed the cause of transparent bank fees, leading campaigns that eventually made hidden bank fees illegal in the EU – a move saving their customers billions.

Nilan left us with the winning formula that had helped Wise scale so quickly: 10x Better Product + Mission-Driven Marketing = Word of Mouth Growth

Nilan’s second claim from his 2013 #mtpcon stage appearance revolved around the structure and functioning of teams at Wise. A decade later, he revisited this claim with fresh insights and learnings.

Evolving from autonomy to empowerment

Many tout that the world’s leading companies thrive on autonomous teams. However, Wise’s journey revealed a different truth.

The term “autonomy” has been shelved in public discourse by Nilan. In its place, he champions the term “empowered.” This shift in terminology isn’t just semantics; it’s rooted in the company’s ethos.

Accountability as the key to scaling

One of the pivotal drivers behind Wise’s success has been a simple question posed to teams: “What did you ship, and what was its impact?”

This emphasis on accountability not only fostered a sense of ownership but was instrumental in identifying and addressing roadblocks. Removing these barriers was crucial for the company’s exponential growth.

The quality conundrum

Maintaining product quality became a challenge. The Chief Product Officer candidly admitted, “We didn’t maintain quality as we scaled.”

A turning point came with the hiring of a VP Design from giants like Apple and Airbnb. This new addition made a stark observation: “You are not Steve Jobs.” This wasn’t a slight but a realization that the bar for quality hadn’t been set.

Nilan’s epiphany? “By me not setting the bar on what quality is, no one set the bar on what quality is.” To address this, he introduced sessions termed “walk the product”. These detailed product walkthroughs, conducted quarterly, enabled the team to identify pressing issues, prioritize them, and implement solutions.

Nilan wrapped up with a profound insight: “Customers don’t care about autonomy. They only care about the speed with which we achieve our mission.” This statement underscores Wise’s commitment to its mission and the importance of delivering value to its users.

Wise’s remarkable journey over the past decade, as shared by their Chief Product Officer, underscores the power of genuine evangelism and the importance of empowered teams. By focusing on creating a product that’s 10x better and fostering a culture of accountability and quality, Wise has not only achieved significant growth but has also remained committed to its mission.

The essence of their success lies in understanding that customers value the speed and efficiency with which a company achieves its mission, rather than the internal dynamics of autonomy. This blend of product excellence, mission-driven marketing, and empowered teams has been the cornerstone of Wise’s success story.

3. The Seniors, The Staffs, and the Principals by Susana Lopes – Director of Product at Abatable

In her highly valuable MTP talk, Susana Lopes, the Director of Product at Abatable, delved deep into the intricacies of product career tracks. Her insights, drawn from her extensive experience in the field, provide a roadmap for those navigating their careers in product management.

Principles for good product career tracks

Susana introduced several principles that form the foundation of a good product career track:

1. Equal pay for equal work: There should be no pay difference for roles at the same level. This ensures fairness and equity within the organization.
2. Master before managing: To ascend to a managerial role, one must first master the nuances of managing a product itself.
3. Flexibility in choices: It’s okay to change your mind. Career paths are not set in stone, and one should have the freedom to pivot when needed.
4. Equally tall tracks: Each track, whether managerial or individual contributor, should offer equal growth and opportunities.
5. Distinct titles for each level: Every level should have a unique title to avoid confusion and to clearly delineate roles.
6. Unique titles for each track: Similarly, each track should have its distinct set of titles.

Experience and scope in Product poles

Susana provided a detailed breakdown of the experience and scope expected of product professionals at various levels:

• Senior level IC (Individual Contributor): A minimum of 3 years of experience is expected, and they might be responsible for a large product.
• Staff level IC: Those with 5-8 years of experience, overseeing a group.
• Principal level IC: Professionals with over a decade of experience, handling company-level scopes.
• Distinguished level IC: Veterans with 15-20 years in the role, influencing at an industry level.

Interestingly, Susana noted that there are only 58 people in the world with the title of ‘distinguished product manager’. 

Models of product management careers

Susana highlighted two distinct models within product management careers:

• Player Coach Model: This model involves managing 0-1 products with a small, energized group of people. The individual is responsible for strategy while managing 2-3 people.
• Pure IC Model: Here, the individual has no direct reports. They contribute to the strategy and collaborate closely with the people leader in their group.

As a PM progresses in their career, the complexity of the products they manage increases. However, at higher levels, their impact must extend beyond just products. This includes coaching, evangelism, and crafting product best practices.

Archetypes for top-tier Product professionals

Susana identified four archetypes for those at the pinnacle of product management:

1. The Hatcher: Innovators who create and launch new products. They might also coach teams and refine the product launch process.
2. The Fixer: These are the saviors who diagnose and rejuvenate dying products or organizations. They might also spearhead cross-team projects or enhance organization-wide initiatives.
3. The Industry Moulder: With deep industry connections and years of experience, they might sit on industry boards, evangelize for their company, and shape the future of the industry.
4. The Practice Lead: They integrate best practices into teams and might also coach, evangelize product practices, and help upgrade the PM toolkit.

While Hatchers and Fixers tend to transition roles between six months to a couple of years, depending on the size of the launch or fix, the other archetypes are more stable. However, these are general observations and not strict rules.

Forge your own path

Susana emphasized the importance of introspection. Are you climbing a ladder set by someone else? What truly energizes you, and what drains you? It’s crucial to find your unique path forward and ensure you’re not merely following someone else’s trajectory.

Chart your course in the product world, but always ensure it aligns with your personal and professional aspirations.

4. The F.A.I.L Framework by Marc Abraham – Product Director at Backbase

Backbase’s Product Director Marc Abraham delivered an insightful talk on his F.A.I.L framework. This framework is designed to help product managers and teams navigate the treacherous waters of product development, ensuring that even when products don’t succeed, the lessons learned are invaluable.

The reality of product failures

Marc began by highlighting some notable product failures, including the Pono music player, the Segway, and the Juicero juice press. These examples served as a reminder that even with significant investment and hype, products can still fail.

However, Marc emphasized a crucial point: “If you want to increase your success rate, double your failure rate.” This statement underscores the importance of embracing failure as a stepping stone to success.

He further added, “We should be embarrassed by our first product launches.” This sentiment resonates with the idea that our initial attempts are rarely perfect, but they provide a foundation for improvement.

Understanding failure

Marc categorized failure into two types:

1. Instant failure: Immediate and evident.
2. Delayed failure: Takes time to manifest.

He stressed the importance of continuous learning through our products, stating, “We need to worry about failure if we stop learning through our product.” In industries like hardware or medical, the learning needs to be done upfront to avoid catastrophic consequences.

Marc introduced two essential mantras for product managers:

• PM Mantra 1: “The sooner I call time on failure, the better.”
• PM Mantra 2: “My job is to continuously assess, prioritize, and mitigate risk.”

He also highlighted four primary risks in product development:

• Execution risk: Can we execute the idea?
• Solution risk: Is this the right solution?
• Problem risk: Is there a genuine problem to solve?
• Timing risk: Is the technology mature enough?

The F.A.I.L framework

The F.A.I.L framework stands for Feature, Assumption, Impact, and Learning.

1. Feature: Identify a feature and use this template to understand the problem to be solved: “When [situation], I want to [motivation], so I can [expected outcome].”
2. Assumption: Outline your assumptions using the following templates:
   1. Problem assumptions: “We believe that our (target) customers have a need to _____. Currently, our target customers ______.”
   2. User assumptions: “We believe that our users are ______ and that they value _______.”
   3. Solution assumptions: “We believe that we can solve our customers’ problems through a solution such as ________. We believe that users will adopt this solution because they will get the benefit of _______ from this solution.”

After outlining, collate these assumptions and validate them using methods like the “Third Eye Test” (where you share your idea with someone and see what resonates with them days later) and the “Premortem” (where you capture your assumptions before building).

3. Impact: Formulate a hypothesis statement that provides clear signals to look out for. For instance, “We believe that this statement is true: _________. We will know we’re [right/wrong] when we see the following feedback from the market [quantitative/qualitative] or [KPI change].”
4. Learn: Reflect on the outcomes, ask yourself what happened, what was learned, and what decisions should be made. Delve deeper into understanding failures by asking the “5 Whys” to get to the root cause.

Marc concluded with the powerful message that “Products don’t fail in vain if we understand the problem to solve, if we capture our assumptions, if we have a clear hypothesis that we act on early, and if we are clear on the why.”

This framework serves as a reminder that in the world of product development, failures are not setbacks but rather opportunities for growth and learning.

5. Taming your Gremlins by Keji Adedeji – Product Director, Professional at FT

Keji Adedeji, the esteemed Product Director, Professional at FT, delved into the often unspoken challenges that product managers face: the Product Management (PM) gremlins. I’m going to unpack her insights and offer strategies to navigate these challenges effectively.

Understanding PM Gremlins

PM gremlins are those nagging doubts, fears, and challenges that plague product managers daily. They’re universal; every product manager, whether a novice or a veteran, grapples with them. Ignoring these gremlins doesn’t make them disappear. Instead, they lurk in the shadows, ready to amplify problems when least expected.

The four PM Gremlins

1. “Comparison and self-doubt” Gremlin: This gremlin whispers doubts into our ears, making us question if we’re genuinely doing ‘proper product’. It’s that sinking feeling when we look at others and wonder if we’re lagging behind.
2. “Progression wall” Gremlin: Ever felt stuck in your role? Like you’re running in place with no clear path forward? That’s this gremlin at work, keeping you ensnared in your comfort zone, hindering growth.
3. “Imbalance” Gremlin: The world of product management is demanding. From analyzing data, managing backlogs, and engaging stakeholders, to navigating quarterly planning cycles, the workload can be overwhelming. This gremlin threatens our work-life balance and pushes us towards burnout.
4. “Major step-change and fear” Gremlins: Facing significant changes or new challenges can be daunting. This gremlin makes these situations feel less like learning opportunities and more like insurmountable capability problems.

It’s crucial to understand that these gremlins don’t operate in isolation. They feed off each other, amplifying their effects.

The four antidotes to PM Gremlins

1. Cultivate self-awareness: Take a step back and reflect. Understand your strengths, weaknesses, and triggers. Seek feedback actively, not just to improve but to celebrate your successes. And remember, self-care isn’t a luxury; it’s a necessity.
2. Be intentional: Clarity is power. Know what’s essential and prioritize accordingly. Chart out your growth roadmap, identifying the skills you need to reach your goals. And if you find resources or support lacking, ask for it. Don’t let your current circumstances limit your future potential.
3. Find community: Product management isn’t a solo journey. Surround yourself with a supportive community. Share experiences, seek mentorship, and solve problems collectively. Remember, it takes a village.
4. Meet your organization where it’s at: Understand your organization’s culture and dynamics. Leverage your sphere of influence to make an impact. Embrace diverse challenges to grow and always stay curious.

Keji’s insights serve as a timely reminder of the challenges product managers face and the strategies to overcome them. As we navigate our product management journeys, let’s recognize our gremlins, confront them with the right antidotes, and support one another along the way.

6. Keeping Your Head While Everyone Else Loses Theirs Over Gen AI by Claire Woodcock, Director of Product, ML at Mozilla

Generative AI has become a buzzword in the tech industry, with companies racing to integrate it into their products and services. But what exactly is generative AI, and how can businesses harness its potential while avoiding pitfalls? This is what Claire Woodcock, Director of Product, Machine Learning at Mozilla helped us explore at this year’s #mtpcon.

Understanding generative AI

Generative AI is a type of artificial intelligence that can create content autonomously. A prime example is GPT, which was trained on a staggering 45 terabytes of data.

However, it’s essential to note that not every company, especially startups, has the resources to build something as extensive as GPT.

The AI hype

Every boardroom is buzzing with the need to incorporate AI into their products. This urgency is reminiscent of the mobile app boom following the launch of the iPhone in 2012. Just as every company then felt the need to have a mobile app, today, the pressure is on to integrate AI.

The surge in Nvidia’s stock price is a testament to the growing demand and excitement around AI technologies.

Generative AI: a double-edged sword

While generative AI holds immense promise, it’s not without its challenges. Claire shared two cautionary tales:

• A GPT-powered writer referred to a deceased individual as ‘useless.’
• A GPT chatbot provided harmful diet advice to individuals with eating disorders.

These stories underscore the importance of understanding and controlling the outputs of generative AI. As Claire aptly puts it, “It doesn’t matter that you’re using this fancy technology. What problem are you solving?”

Differentiating with generative AI

Merely using GPT or any other generative AI doesn’t guarantee success. Businesses need to carve out a unique value proposition. The Kano model provides a useful framework here. For instance, while security in mobile phones is a basic expectation, features like biometric login, once considered delightful, are now becoming standard.

Similarly, generative AI can either be a basic feature or something that truly delights users.

Current landscape

About 20% of businesses are already leveraging generative AI, primarily in chatbots and marketing. However, it’s crucial to implement AI in areas with low visibility initially to gauge its effectiveness and refine its application.

5 steps to integrate generative AI into your product

• Select your problem: Identify a genuine problem that AI can solve.
• Evaluate your data: Ensure you have the necessary data. Quality is paramount.
• Decide on build vs. buy: Consider factors like skills, costs, and data privacy. Beware of spiraling costs and vendor lock-in.
• Build a proof of concept: Create a focused MVP for the AI component to test its quality and feasibility.
• Scale to production and monitor: Treat AI integration like any other service. Monitor for spiraling costs and model drift.

Understanding model drift

Model drift refers to the phenomenon where the behavior of AI models changes over time due to evolving user behaviors or external factors. It’s crucial to regularly update and monitor your models to ensure they remain relevant and effective.

Key takeaway

The excitement around generative AI is undeniable. However, the fundamentals of product development remain unchanged. Focus on data quality, continuously test and learn, and always monitor your model once it’s deployed.

The future of generative AI is bright, but it’s up to businesses to navigate its challenges and unlock its potential.

7. Being a Change Agent in Elastic Companies by Randy Silver, Managing Director of Out of Owls

In his talk, Randy Silver, the Managing Director at Out of Owls, delved deep into the challenges of being a change agent in today’s corporate landscape.

One of the most striking analogies he presented was that of companies being “elastic.” Just like an elastic band that stretches and then reverts to its original shape, companies too have an inherent tendency to bounce back to their original state, especially after undergoing changes. This makes the role of a change agent particularly challenging.

Introducing the Product Environment Canvas

Randy introduced a powerful tool called the “Product Environment Canvas.” This canvas is designed to help change agents and product managers assess and strategize their product environment effectively. The canvas touches upon several crucial aspects:

• Prioritisation: It’s not just about what your teams are working on; it’s equally about what they aren’t focusing on. Understanding and setting the right priorities is the foundation of effective product management.
• People: The success of any product or project largely depends on the people behind it. Do you have the right talent on board? Are they positioned correctly within the organization? And most importantly, are you investing in their growth and development in the right manner?
• Process: Having streamlined processes is the backbone of efficient product delivery. It’s essential to assess if the current processes are aiding in delivering value or acting as roadblocks.

The power of perception

Underpinning all these elements is the concept of “perception.” Randy emphasized that perception holds immense power in the corporate world. If key stakeholders, be it Sales, Marketing, Compliance, or even the CEO, do not perceive the value in what you’re working on, the people you have, or the processes you’ve implemented, then all your efforts might be in vain.

In essence, perception can make or break the success of your initiatives. It’s a reminder that while objective metrics are vital, the subjective views of influential stakeholders cannot be ignored.

Implementing the Product Environment Canvas

Randy provided a structured approach to using the Product Environment Canvas:

• Week one: Start by filling in the canvas yourself on a Monday. This will give you a personal perspective on where things stand.
• Subsequent weeks: In your next retrospective, involve your team in filling out the canvas. This collaborative approach will provide diverse insights and a more holistic view of the product environment.
• Quarterly: Engage with your stakeholders and complete the canvas. This will ensure alignment with broader organizational goals and perceptions.

Key takeaway

The central message from Randy Silver’s talk was clear: As change agents and product managers, the goal should always be to create an environment where the team can deliver maximum value at an accelerated pace. The Product Environment Canvas is a tool that aids in achieving this by providing clarity, fostering collaboration, and ensuring alignment with broader organizational perceptions and goals.

In a world where companies are inherently resistant to change, tools like the Product Environment Canvas and insights from thought leaders like Randy Silver are invaluable in navigating the complex landscape of product management and organizational change.

8. The Intersection of Product and Design by Jane Austin – Chief Product Officer at Juniver

Jane Austin, Juniver’s Chief Product Officer, gave an enlightening talk on the intricate relationship between product and design. As someone who transitioned into the Product realm from a Design background, she offers a unique perspective on how these two domains intersect, and sometimes clash.

The uncommon path from Design to Product

It’s not every day that you meet someone who has transitioned from Design to Product. However, Jane’s journey is a testament to the fluidity and interconnectedness of these roles.

She emphasized that while many in the audience might not come from a Design background, there’s a good chance they’ll find themselves leading a Design team at some point in their careers.

Bridging the gap: understanding Design

Jane’s talk revolved around the idea that Product and Design are “two nations divided by a common language.” While they share many goals and objectives, their approaches and perspectives can sometimes differ, leading to misunderstandings and friction.

She highlighted five key areas where product and design teams often find themselves at odds:

• Research requirements: Determining the kind and amount of research needed for a project.
• Resource constraints: Balancing a heavy workload with a limited team.
• MVPs (Minimum Viable Products): Defining what constitutes an MVP.
• Solution handoffs: The process of handing over solutions to the team.
• Interpersonal frictions: The inevitable clashes that arise from differing viewpoints.

The Triple Diamond framework

Jane introduced a compelling framework, visualized as a “Triple Diamond,” which she illustrated with a slide, as below. This framework consists of:

• Futures: This represents the product vision, an area we often have limited knowledge about.
• Features: These are the tangible elements on your roadmap. Our understanding of features is typically more profound due to research and prototyping.
• Frictions: These are potential issues users might encounter when using your product. We usually have a wealth of knowledge in this area, thanks to data analytics and real-time user feedback.

Collaborative success: merging Product and Design

For Product and Design teams to thrive together, Jane suggests:

• Timely research: Conduct the right research at the appropriate stage.
• High-leverage activities: Prioritize tasks that yield the most significant results.
• MVP agreement: Ensure everyone is on the same page about what constitutes an MVP. It should be the bare minimum required to validate an idea or concept.
• Joint solution creation: Solutions should be a collaborative effort, drawing from the strengths of both teams.
• Foster collaboration: Encourage open communication and teamwork.

Jane also emphasized the importance of using artifacts that promote collaboration, bringing teams together to address challenges.

Tools and resources

Jane recommended a couple of tools to aid in the product-design collaboration:

• Riskiest Assumptions Canvas: A tool that helps teams identify and address the most uncertain aspects of their projects. Read more here.
• Opportunity Solution Tree: A framework that aids in decision-making by prioritizing the problems to be solved first.

She also suggested two must-read books for anyone in the product or design space:

• High Output Management by Andrew Grove
• Death by Screens by Ben Sauer

Rethinking feedback

Jane concluded her talk by discussing feedback types. She cautioned against reaction-based feedback (e.g. “I like it”) and direction-based feedback (e.g. “Make it pop”). Instead, she championed the idea of critique, where teams discuss how a design aligns with its intended objectives.

In summary, Jane Austin’s talk was a deep dive into the symbiotic relationship between Product and Design. By understanding each other’s perspectives and leveraging collaborative tools, these teams can achieve remarkable results together.

9. Superheroes and Villains (and Why Saving the World is Hard) by Randeep Sidhu – former CPO at Reliance Health

In his closing talk, Randeep Sidhu shared his insights on navigating the challenges of making impactful decisions in high-risk environments, such as healthcare. The gravity of his responsibilities was once summed up to him in a chilling statement: “A decision you make will kill someone. What will you do to make sure your conscience is clear?”

Using the metaphor of superheroes, Randeep delved into three distinct challenges that professionals often face when trying to bring about change:

1. The Superheroes challenge

While working on the NHS app, Randeep encountered numerous obstacles. He realized that he had inadvertently positioned himself as a savior, viewing others as mere obstacles or objects. This power dynamic, where he felt he was always right, hindered progress.

Lesson: It’s essential to recognize the value of collaboration and teamwork. No one person has all the answers, and it’s detrimental to assume that only you can “save the world.” By shedding the savior mentality, you can foster a more inclusive and productive environment.

2. The Bystanders challenge

Randeep observed two common perceptions of users:

• They are seen as unruly mobs, acting illogically and without regard for consequences. This leads professionals to force users into a specific process “for their own good”.
• Alternatively, users are viewed as helpless victims, unaware of the dangers they face, prompting a need to “spoon-feed” them.

However, these perceptions often stem from a lack of understanding. Many times, users act out of stress, which can lead to anxiety, hypervigilance, and an inability to act rationally.

Lesson: It’s crucial to empathize with your users and understand the stressors they face. By recognizing and addressing these stressors, you can design products that genuinely cater to their needs and reduce their anxiety.

3. The Villains challenge

Real change is never easy. Often, those advocating for change are labeled as “villains” by those comfortable with the status quo. Randeep emphasized that heroes typically maintain the status quo, while villains push for change. This dynamic makes advocating for necessary changes challenging, as it can lead to vilification.

For instance, have you ever felt silenced when trying to challenge a prevailing notion? Or felt that by merely raising a concern, you were made to feel in the wrong? This discomfort is a natural part of the change process.

Lesson: Real change necessitates discomfort. While it’s essential to challenge the status quo, it’s equally crucial to ensure that in doing so, you’re not “punching down” or harming those with less power. Embrace the role of the “villain” if it means advocating for positive change, but always act with empathy and consideration.

Randeep’s talk shed light on the complexities of driving change, especially in high-risk environments. By understanding these challenges and the lessons they offer, professionals can navigate these waters more effectively and make a lasting impact.

Fascinating perspectives and actionable insights

#mtpcon London 2023 was a testament to the ever-evolving landscape of product management.

From Tim Harford’s historical parallels to Nilan Peiris’s reflections on a decade at Wise, each speaker brought a unique perspective to the table. Susana Lopes’s principles for career tracks and Marc Abraham’s F.A.I.L framework provided actionable insights for professionals at all stages.

Claire Woodcock’s exploration of generative AI, Randy Silver’s insights on championing change, and Randeep Sidhu’s metaphorical take on the challenges faced by product managers using superheroes highlighted the challenges and opportunities in today’s tech-driven world.

Jane Austin’s emphasis on collaboration and Keji Adedeji’s deep dive into the “Product Management Gremlins” were reminders of the intricacies of the product world.

As we reflect on the wealth of knowledge shared, one thing is clear: the future of product management is bright, dynamic, and full of potential.

Until next year, #mtpcon!