When delivering a new product or service under conditions of extreme uncertainty, you need a range of skills.
To help understand what skills are needed in a startup team, I’ve found it useful to think of people’s skills as being spread out along this line.
This is someone who understands the substance the product is made of in great detail, and can work it to do what is needed. So for software, a computer geek.
Deciding what the product should do, by both understanding what is possible with the technology, and what is needed by users. A product manager.
Classifying who customers are, what inspires them, how to find them. Using whatever methods to help bring them to the product they want. A marketeer.
Filling that last gap between a product and its users. Cold calls, hustles, pesters. Whatever it takes to bridge two organizations. A salesperson.
Product/market fit boundary
Some lucky (skilful!) people sit right in the middle. They have a balance of product-side and market-side skills, and as a result often seem preternaturally good at crafting organizations.
You can train yourself to get nearer to that place – sales people can learn more product design, geeks can learn about marketing. And of course, you can join forces with people with complementary skills.
Why put all this on a line?
Two main reasons.
1. People’s skills are more likely to be near some point on the line. It’s common to find technical people with some product skills, rare for them to have full on sales skills. It’s helpful in terms of spotting balance – if your technical person is very extreme, it might help to have a product person who is over towards the market side.
2. There are analogies (homomorphisms, if you know your maths) between the roles, as if the product/market fit boundary were an Alice in Wonderland mirror.
- Hacker (doing all to make tech work) is the mirror of Hustler (doing all to make a deal work)
- Developers claim they have time to code everything, Salesmen claim they have time to sell to everyone
- Geeks tell you too much about particular tech, Salesmen tell you too much about particular deals
- Making (what product people do) in the mirror is Meaning (what marketing people do)
(I suspect these homomorphisms are quite deep, see my post on product and market being the same thing for a taste of why that might be)
I’ve found such analogies help me understand both the vital importance, and the weaknesses, of those different from me. It emphasises that to create a viable new product or service, you need all four skills working in unison.
In a world where a key limiting factor in the creation of new businesses is a lack of social ties between product-side and market-side people, it’s a start.