In a software company, especially a startup, both Designers and Product Managers need to embrace the discomfort that comes with taking risks. Startups thrive on the ability to disrupt the status quo, and this requires a willingness to venture into the unknown, make bold decisions, and iterate rapidly. This mindset allows small companies to leverage their agility as an unfair advantage over established brands that may be bogged down by bureaucracy and risk aversion. By becoming comfortable with being uncomfortable, Designers and Product Managers can push boundaries, explore innovative solutions, and continuously refine their products based on real user feedback.
The cycle of shipping, improving, and repeating is essential for startups to maintain their competitive edge. This iterative process allows teams to launch new features quickly, gather data, and make informed decisions on what works and what doesn’t. At a small company, this cycle is a significant advantage, enabling rapid adaptation and continuous improvement. By encouraging Product Managers and Designers to ship software early and often, startups can maximize their learning potential and accelerate their growth. While this approach may seem daunting, it is the key to staying ahead in a fast-paced market.
To succeed in this environment, it’s crucial for Product Managers and Designers to foster a culture of experimentation and resilience. Shipping early versions of software that may not be perfect can be challenging, especially when facing potential criticism or failure. However, this approach allows the team to validate ideas and make adjustments swiftly. The initial Minimum Viable Product (MVP) will likely be far from flawless, but if it demonstrates value, the team can build on it. If mistakes are made, they can be quickly identified, addressed, and recalibrated. This flexibility is vital for refining the product and enhancing its appeal with each iteration.
Alignment across all levels of the organization is essential for this strategy to work. Engineers and C-Suite teammates must be on board with the vision and understand the importance of rapid iteration. Clear communication from Product Managers about the strategic direction and expected outcomes can help secure this alignment. It’s important to set realistic expectations that the first iteration won’t be a 10 out of 10 in terms of quality. Instead, the focus should be on demonstrating value and making incremental improvements. Each version of the software provides an opportunity to learn and grow, moving from a 3 out of 10 to a 4, 5, 6, and beyond.
Ultimately, the willingness to take risks and embrace discomfort can drive significant innovation and success in a startup. Often for Engineers in particular this may look like a compromise such as committing to a stance of “Risk Tolerance”. This is good enough for both sides to have a chance at reaching our business goals. By taking on the mantra of “SHIP, IMPROVE, REPEAT”, Product Managers, Designers, and Engineers can all capitalize on the unique opportunities afforded by a small company. This iterative approach not only helps in refining the product but also builds momentum and confidence within the team. Encouraging a culture where it’s okay to take chances and learn from failures will empower the team to create truly disruptive products, positioning the startup for long-term success in the competitive software landscape.