1.
Launching a New Product in Established
Company by Microsoft PM Dir
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2.
CERTIFICATES
Your Product Management Certificate Path
Product Executive
Certificate™
Product Leader Certificate™
Product Manager
Certificate™
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3.
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Training
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Management skills

4.
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5.
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BOOKS
EVENTS
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COMMUNITIES
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6.
LAUNCHING NEW PRODUCTS
Ayushman Jain

7.
About me
• Currently a PM leader at Microsoft with 10 years in
Big Tech (IBM, Microsoft, Amazon)
• Product experience in high maturity cash cow,
extremely competitive and early-stage
products/businesses
• Experiences across the software value chain - SDE,
PM and PMM
• B.S. in Computer Science from Indian Institute of
Technology and MBA from UCLA

8.
Agenda
• 1. How you can identify and validate problems to
solve and scope a market opportunity
• 2. How to pitch to your internal investors (your
GMs or VPs))
• 3. How to take your idea to market and validate
product market fit

9.
Finding opportunity
Pain points and market opportunity

10.
Frame the problem
Customer problem?
• Who is the imagined customer (s)?
• Build an empathy map
Business problem
• What business goal are we trying to
achieve?
• What levers does the company have to
achieve these goals? Is a new product
really required?
• Does the company have core
competencies that can be leveraged for
the imagined customers/end users?

11.
Use Design Thinking to define the high-level problem and idea
(solution)
Example: People who work
long hours want to spend
more time with family but are
unable to do so because of
time wasted in day to day
Example: People who commute by
driving are unable to spend time
with family due to time wasted in
daily trifles like picking up morning
Example: A voice-based system
integrated into the car can
eliminate wasted time by
enabling the driver to provide

12.
Hypothesis
development and
validation
• Team conducts
primary/secondary
research to get user
empathy
• Team does problem
ideation/brainstorming to
document Jobs-to-be-done
and pain point hypotheses
• Customer research
validates or invalidates pain
points

13.
Make sure there’s tangible Market Opportunity for your company to
invest in your idea
Industry
• Total Addressable Market
and growth
• Use trusted sources
• Competition
• VC investment
• Analyst commentary
• Porter’s 5 forces
Customer
• How painful is the
customer’s pain?
• Is the customer willing to
pay for it?
• Is the end user also the
buyer?
Company
• Complementarity to
existing offerings
• How big is the team
charter/goal? Is the
market big enough to
support it?
• Does the company have
differentiated assets
(including brand) for this
market?

14.
GET EXECUTIVE SPONSORSHP
Getting your idea greenlight with a 3-act pitch

15.
Ground rules
• Keep it short – 10 slides, 20 mins max
• Socialize ahead of time with the senior leader’s
direct reports and get their buy in
• Be prepared to wallow – know the facts

16.
Act 1: The Catalyst

17.
Act 2: The Vision

18.
Act 3: The Solution

19.
EXECUTION
From idea to MVP

20.
Three steps to drive great execution
Allow creativity to breed
Your teams need to wallow
with the problem you posed
in your pitch
Create a structured execution plan
towards MVP
Aim to ship an MVP very
quickly and get it in the
hands of at least 4-5
customers
Sell the idea to the team
What’s your rallying cry?
Ultimately, the goal is to get product/market fit

21.
Phase 1. Plan and Ideate
(continues as needed)
Phase 2. Lean Startup
(continues as needed)
Phase 3. Ongoing development
Nov 1 - ongoing
Generate as many ideas as possible Pick promising ideas. Create
storyboards to validate. Build POCs for
validated ideas
Get into ongoing shipping cadence
Translate the double diamond into an execution plan for the team

22.
Use design sprints

23.
Start of
execution
Deliver your MVP but be open to any possibility
Product in
designs
MVP Pivot/persev
ere?
Prototyping Developing Customer Feedback
Recruit customers and advisers
with real scenarios for the MVP

24.
WRAP UP

25.
Takeaways
• 1. How you can identify and validate problems to
solve and scope a market opportunity
• Problem framing
• Double diamond
• Assessing market opportunity
• 2. How to pitch to your internal investors (your
GMs or VPs))
• Emotional pitch before hard data
• 3 Act pitch – The Catalyst, The Vision and The Solution
• 3. How to take your idea to market and validate
product market fit
• Use a rapid prototyping process to drive execution
• Use design sprints
• Recruit customers who can give feedback on the MVP using
them for real scenarios

26.
www.productschool.com
Part-time Product Management Training Courses
and
Corporate Training