Karabi Bharadwaj

The answer is Yes. We do not expect every stakeholder will have same questions, similar stakes, similar mindset and same requirements hence management will be different when reaching out to various stakeholders. 'How'- do I manager different stakeholders, is a broad question and I am unable to provide an answer that will be standard for various teams, this is not pragmatic. However, in general, we keep them updated on project contexts, changes, lowlights & highlights at least weekly, to avoid any surprises. In addition to this I try to be in touch with them a little less formally which helps me charter tricky situations and I usually get a buy in quickly. Since I am working remotely hence 'less formal connection' for me is a casual hellos, and quick semi formal chats. At time, I am intentional in sharing my issues and challenges with the stakeholders and reach out proactively, asking if I am making mistakes or what is their recommendation. People like to get some attention, :) hence being intuituve helps a long way. Keeping all project specific information ready to be shared is a must.

The question underscores the challenges which POs experience while attempting to clarify reasons behind product pivot. However, the reason to pivot the product must be first clear enough to the product team such that they can subdue any background cacophony which often becomes too much time consuming and is un-productive. Triggers to pivot a product might be the result of market reciprocation, but the narratives become stronger if the reasons are supported by data and information of associated or complimentary businesses which has an indirect impact on the product. At times such impact the outweigh the direct reasons. E commerce pre-existed prior Covid but the pandemic simply fueled it further. Disruptions, often perceived as driven by Technology is actually a reflection of extreme volatile business situations that demand immediate navigation; a digital product is just the means, as I see it. If the general business situations are clarified, along with how users/market is behaving, how cost and overall finances are getting impacted it can provide a more holistic vision to the stakeholders. POs are not fortune tellers. Short term product vision is more realistic than long term, often which is a red herring, based on assumptive judgements stemming from overconfident past experiences (mostly). Resetting expectations can be easy. * Avoid sudden surprises. Share regular market and product insights. * Create an equitable participative environment. A disciplined cadence of 'sense check' sessions with stakeholders helps. * Craft Role Play sessions such that stakeholders play the role of PO/PM and provide them with enough information such that they can come up with strategies for product roadmap. DevOps; bring the philosophy back minus the tools/platforms. There will always be background cacophony, negative sentiments when product pivot happens. Especially confidence level on the team takes a nosedive. Investor aspirations pivoting on an unidirectional and fixated product roadmap is a clear symptom of upcoming challenges for the product team. Pivoting products which are designed to lead the business on its own 'product led growth' is a lot difficult. A multi-tiered target market may help steer the wheels of the product roadmap.