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Alejandro Simkievich
Founder | Product Person | Freelancer | MIT alum
Alejandro Simkievich is an entrepreneurial product executive and the founder of Produkando, a platform designed to assist product managers and owners in overcoming challenges related to product strategy and management. He has a strong background in technology and product leadership, which he leverages to develop innovative solutions for the industry.
Education and Background
Simkievich is an alumnus of the Massachusetts Institute of Technology (MIT), where he studied at the Sloan School of Management, enhancing his expertise in product management and strategy .12
Professional Role
As the founder of Produkando, Alejandro focuses on creating tools that help evaluate product strategy documents using AI technology. This reflects his commitment to integrating advanced technologies into product management practices .34 His work emphasizes the importance of data-driven decision-making in product development.
Contributions and Insights
Alejandro has shared insights on various platforms, discussing topics such as the differences between advancing from initial product stages and scaling further. He has also participated in discussions about AI's role in enhancing product strategies .56 His contributions are aimed at empowering professionals in the field to navigate complex challenges effectively.
In summary, Alejandro Simkievich is a prominent figure in the product management space, recognized for his innovative approach and dedication to improving practices through technology.
Highlights
There are two very different approaches to crafting a product vision in the early stages of the product lifecycle.
The first approach, to use a redundant phrase, is followed by visionary founders or product people. They possess a very strong intuition about the shape the product should take, based on early bits and pieces of data, and they bet big on that vision.
The second approach involves a more loose approach, where founders build something to leverage the early use cases of customers and then build upon this embryonic product to gradually develop the vision.
While the first approach may yield handsome rewards if the founder is correct, it can be disastrous if that vision fails to resonate and the founder proves inflexible or has their ego deeply invested in it. While strong conviction can sometimes aid in securing investors or gaining favor with board members, all things considered, it does little to convince customers to test the product.
The latter approach is more closely related to the lean startup methodology of Eric Ries, where founders begin by addressing obvious use cases of early-stage customers and then iterate and build upon that foundation as the needs of the customers become clearer through testing. This approach typically resonates better with customers, as it addresses specific use cases; however, ironically, it can disappoint investors who perceive the product as too modest and unimpressive.
As always, in both product development and life, there is no single correct answer. However, being aware of the available options and weighing their pros and cons can greatly assist in making informed decisions.
While the typical Marty Cagan framework emphasizes the importance of a product vision in setting the direction and guiding product development, insufficient attention is given to how this vision emerges.
In mature products, the product manager can typically sit down and draft the vision in a few days. The bits and pieces of data necessary to formalize the vision are available, and it's a matter of observing the environment to articulate the vision clearly.
However, with early-stage products, the process is different. Expecting a founder to simply sit down and write the product vision for an early-stage product doesn't make sense. The necessary data pieces to formulate the vision are not yet available.
Customer problems, the value proposition, or competitive alternatives may not be entirely clear, nor are the core product attributes that will create value for the customer.
Founders need to iterate multiple times to craft and validate a vision before solidifying it and building upon it.
Crafting a vision that is validated by the market is a process, and it's the goal and reward of the early-stage phase if all goes well.
