People Partner

Hi, I am currently working in a service based MNC and i have a profrssional experience of around 1.6 yrs. Need some career suggestion.

Hi All, I am an engineer from electronics background from a tier-3 institution and currently pursuing my career in a service based MNC. I feel that I have exhausted doing the same kind of jobs on a day to day basis and I hardly have to work only 4 - 5 hours a day with my 60% efforts into my work. I am getting paid 5.0L CTC currently. I am confused either I have to continue the same, go for a course to make up into some product based companies or to pursue higher education. I am more interested towards finance so to get an overview on how it would work I have joined MBA in finance through diatance education and have done with 2 semesters. I have 3 different blockings in my mind so it feels difficult to lean on one side. Give me if you think I could do something to do better in my career either in switching comapnies to find better work and salary structure or else pursuing my higher education would also be fine. I have explained my mental situation to my parents and they are ok with the decision which I take. If you ppl could help me with your suggestions that would be really healpful. Thanks All.

The Ultimate Guide to Product Metrics (free links)

1. Frameworks: - AARRR (Pirate) Metrics - North Star Framework 101 (12 pages, PDF) - Google HEART framework 2. Techniques: - Cohort Analysis - Funnel Analysis - Customer Segmentation 3. Types of metrics: - Vanity vs. actionable metrics - Qualitative vs. quantitative metrics - Exploratory vs. reporting metrics - Lagging vs. leading metrics 4. What makes a good metric? - A good metric is understandable - A good metric is comparative - A good metric is a ratio or rate - A good metric is behavior-changing 5. The Ultimate List of Product Metrics (7 pages, PDF): - Acquisition Metrics - Activation Metrics - Engagement Metrics - Retention Metrics - Revenue Metrics - Referral Metrics 6. Recommended books: - Lean Analytics by Alistair Croll and Ben Yoskovitz - Product Analytics by Joanne Rodrigues - Data Science for Business by Foster Provost and Tom Fawcett —— An interactive mind map with all links (free): xmind.ai/share/SdTRR4Wt —— Selected links: - North Star Framework 101 (12 pages, PDF): theproductcompass.tech/ns-101pdf - The Ultimate List of Product Metrics (7 pages, PDF): theproductcompass.tech/metrics

Is Product really for me?

Need advice from experienced Product Managers at tech product companies. This is my first job. I come from an IIT with top of the class grades (in a non-IT branch with no DSA prep) and had very strong extra-curriculars too. Having said that, I was a top candidate for consulting roles as well as product roles on campus. As fate would have it, I got into a PM role. Now I have always been fascinated by the role solely because it was always glorified as 'the Entrepreneur to be' role. (at least to me, that was the entire USP of it). It has been a few months for me in Product. During the prep, there is all the Product thinking and user empathy, maybe some ask of data analysis. But when it comes to the real job, I am barely ever able to get my hands on the first two. All the time gets used up in execution because my company is too lean to have any dedicated project managers (the pay is great though). The remaining time goes in data retrieval (not analysis) because apparently PMs and SPMs don't write queries or interact with users. They opine (what their manager opines up the ladder) I fear if it's the same everywhere else. It was like this at my previous organisation (internship, non tech) where the CEO yelled at people when on-ground numbers did not reflect his thoughts. The only difference here is that there is no yelling, just subtle corporate HR cushioned pressure. Maybe it is the 'fast moving' nature of the organisation but the best that I can describe it as is a feature shipping factory with no aim for differentiation whatsoever. All ideas are built from the incumbents' implementations. Any attempt at differentiation is shot down (by middle management) whose primary metric is the number of features against their name at the end of the appraisal cycle. While top down, this may look great: we are trying 100 things, getting 90 of them correct. But there's a possibility that we could have done 92 things, 91 correct, 1 wrong. But the 1 extra correct thing could have been something novel that the users actually wanted. The chances of this happening are not so bleak, in my opinion, because the high level (upper management) cannot possibly be in touch with the on ground reality (no matter how much they claim it in their linkedin posts). I am told that I should push engineers towards the solutions that will be the fastest (even if they callout potential tech debt) so that more features can be shipped in the least amount of time. Now, I really don't aspire to be like the people who are above me. And I don't know if it's a normal thing. I don't want to become the person who imposes their 'hunch' (just a copy of what some other app did 2 years back) onto the actual owner of the project when data is inconclusive. I don't find any intellectual stimulation in it. Am I PM-ing wrong? Am I PM-ing in the wrong Org? Or am I not meant to be a PM?