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If you can’t prove that your initiatives are driving growth, you won’t be able to make a lasting impact. The absolute most important skill set to have as a growth product manager is to have a strong focus on numbers. Quantitative Analytics and Experimentation Chops Let’s discuss why you need each one in more detail. Collaboration, humility, and communication.Obsession over the user’s needs, experiences, and mental model.Quantitative analytics and experimentation chops.After all, data only provides the “what” and not the “why” - and you need to know why users are stumbling when they try to use your product’s functionality.īreaking it down further, you need this constellation of skill sets: They need to focus on numbers, but they can’t solely rely on data to make the magic happen. What Skill Sets Do Growth Product Managers Need?īased on what we know about growth product managers, we can work backwards to determine what kinds of skill sets are most valued in growth product managers.Īt a high level, growth product managers need to be both obsessively quantitative and creatively qualitative. How might you incentivize users to refer others for LinkedIn Premium?.
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Referral is the viral loop of having users introduce your product to new users.Retention is getting users to stay with the product for long periods of time.Activation is getting users to successfully use the product and to see value.Acquisition is getting new users to touch your product.You’ll focus on growing a particular metric, typically one of the pirate metrics as immortalized by Dave McClure (AARRR, or acquisition, activation, retention, referral, and revenue).
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In fact, most growth product managers are given explicit guidance to work across many different product functionalities to optimize their key metric.Īs a growth product manager, your daily obsession will be focused on “how can I drive more value from our existing products?” In other words, instead of owning a specific set of product functionality, growth product managers are more focused on metrics. Therefore, growth product managers are highly focused on metrics. And of course, you can’t improve what you can’t measure. Growth product managers are all about removing friction. So, now that we understand the fundamental difference between growth product managers and core product managers, we can focus on the key responsibilities of a growth product manager. Growth product managers accelerate the rate at which users gain superpowers. By thinking about superpowers, we can clearly see the difference between core product managers and growth product managers.Ĭore product managers unlock new superpowers. They typically take that path because core product managers are focused on enabling new use cases in the product.Īs a reminder, users use products because they want to gain superpowers to solve some problem that they’re facing. Most organizations usually start by hiring core product managers before hiring growth product managers. In other words, growth product managers are most effective when there’s already an existing product that hasn’t yet been optimized for growth. Growth product managers reduce barriers to value, which means that they enable customers and users to quickly find value within the core product. Then, I’ll break down the kinds of skill sets that growth product managers need on the job. Over the years, startups and tech companies have demonstrated a growing interest in hiring growth product managers.įirst, I’ll discuss what a growth product manager does, and how that differs from a core product manager. These are fantastic questions! Growth product management is one of many variants of the product management discipline, and its focus is on increasing critical metrics by reducing barriers to value. I’ve noticed that more and more people have been asking, “what is growth product management?” and “is growth product management right for me?”