Jag Duggal: evaluation

Transcript context

…To make it even more tactical for the surveys you run, is there any tool you find? How do you actually collect this data? Is there anything interesting that you could share of just how to operationalize collecting this data? We've used a series of tools, many of the main survey vendor tools, we still use many of them, but we don't standardize or find one that dramatically changes our life beyond the mindset of we are going to make sure that this product has product market fit before we scale it. One of the things I've seen throughout my career as a product manager and CPO, we live with it today at Nubank every month is the pressure on the line product manager to scale the product that the entire company, the entire executive team, the entire management chain has been counting on. We're launching this thing [foreign language 00:29:16]. We all wanted to scale. We all are very excited about it. We had the product review six months ago and we thought this is going to be amazing. And the pressure on that product manager to scale a product is immense and the job of the product manager in many instances is to say no. And one of the things I try to say frequently within the walls of Nubank is we are not going to take a small problem and scale it because if we do that, we end up with a big mess. Something isn't working at small scale, no problem, especially if we have a strong hypothesis and a lot of ways of getting good customer feedback. We iterate, we iterate, we get it right and then once we get it right, scaling if you do it right in many cases takes care of itself because the customer is now excitedly telling their friends. Whereas you can pour a lot of money and a lot of effort and when you have a big app like Nubank or places like Google and Facebook, you can make any product look great for months if not years because you have such a large customer base that you can always get them to try it with all sorts of basic techniques, but you're bouncing a dead cat. And then you've got a real big mess to untangle when the thing is much, much larger. So we try to be pretty disciplined about that. And that's a lot of what the Sean Ellis does is it bring science to some of that art of making that judgment call. This point you made about it's the PMs job to push back and stop bad things from happening I think is such an important one. A lot of PMs are just told here, build this thing and they kind of know this is not going to work, this is a bad idea, but either they don't think they should be pushing back or they are not good at it. From the PMs you've worked with that are good at convincing and pushing back, like we should not do this yet, do you have any tactics or ways of communicating that you found effective for pushing back to, like you said, all this pressure that's coming down on them?…

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