Stop choking your Product Organization

I had a talk with a major SaaS provider running multiple portfolios and initiatives. They had a workshop with one of the largest customers, and naturally you tend to be extra vigilant when it's your big buck-clients.
The issue, however, was that in all honesty the shelf-product was not really that great a match for the customer. We all know it, the sales teams sell the future, "the fix to the pain". Not the product.

The CSM team franticly tries to get the customer up and running, got to keep that onboarding KPI down and ROI time low. Support worked their ass of to iron out the problems, and feeling annoyed the client keeps trying to use the product "wrong".

Back to the workshop - Everyone knows it's a bad fit. A strategy has been laid out, "how do we control the narrative to give them a great solution and stay away from the dangerous topics" - "How do we support them with what we have, and not make any custom niche-case implementation?".

The problem can be many, but usually big customers who are not a great match are taken on because of a few things:

- A mountain of money: If the pile is high enough, we find a way!
- New market allure: They might open doors to new segments we’re eager to explore.
- The zeal of a dedicated sales team.. chasing bonuses? Totally understandable, I’d do the same.

Where was the product led growth after all?

But the crux of the issue isn't the sale or the mismatch. It’s about the outright neglect of your product organization.

Product organizations - comprised of PMs, POs, and various teams, are crafted because developing products is complex and challenging. They’re not birthed fully formed from the founder's head; they grow from the grassroots, fueled by well-documented innovation, determination and processes (For a little inspiration, grab a copy of Marty Cagan's "Inspired: How to Create Tech Products Customers Love")

It takes time and culture to create a product organization and it takes a lot of "running in the same direction". It's easy to get new ideas that all feel like the next cash cow. It's easy to break the trust and feeling of autonomy and empowerment of your organization. It's easy to create a fragmented execution on a seemingly clear plan and lose your organizational integrity.

So, cherish the organization you've built:

- If you have a great idea, test it.
- If you found an actual product, allocate resources for it. Either create a new team or move another team, don't force-fit it. Your PO/PM's will hate you.
- Acknowledge the product-market gap, and make a plan to fix it. - Your developers will create a crappy half-baked solution if you rush it.
- If you onboarded a new customer representing the blue ocean, I suggest you do the above faster.
- Make it a new OKR - for a new team.

Foster an organization that adapts swiftly, maintaining both momentum and integrity.

That’s your winning strategy.
Not franticly trying to keep the cash cow fed.