Tambi Jalouqa’s Post

Dealing with Team Alignment & Motivation? Setting clear product goals establishes a tangible link between our day-to-day tasks and the broader business strategy. They are essential to product growth and optimising team dynamics. Teams facing motivation hiccups and struggling with alignment often overlook the power of well-defined product goals. Picture this - an engineer working on the checkout page – having a full understanding that optimizing this daily task directly impacts the Successful Checkout metric. This, in turn, contributes to the overarching Product Goal of boosting Gross Merchandise Volume (GMV), aligning with the grand Product Vision of becoming the Largest Kid's Fashion Online Retailer by GMV in XXXXX region. In essence, we should concretely link individual tasks to specific outcomes, connecting those outcomes to overarching product goals, and aligning those goals with the grand vision for our product.

There's no one right way to raise your round. But we see some key components in successful decks: * An attention-grabbing tagline ... * A clearly-identified problem and a strongly-differentiated solution * A solid case for the market opportunity * A clear view of the competitive ecosystem * A working product * A solid roadmap with a cogent business model * A coherent plan for customer acquisition * An efficient strategy for distribution * Clear vision * Evidence of traction * A credible team * A well-articulated ask

Copying the competition may work for a while but if you want to copy the competition way of working, you also need to copy 1) Vision and Strategy 2) Internal competencies 3) Compwttive advantage 4) Network and relationship 5) Culture and the way teams synchronize 6) Processes 7) Channel Management strategy 8) Product development strategy 9) Brand Equity and Awarness 10)….. 11)…….. … ….. It is not just mere copying, to achieve similar succes, it would be easier to buy them than copying them. There are endless levers and switches working in the background so instead of copying or in better way, attempting to copy them, BUILD YOUR OWN.

Here is a simple framework you need to think through while building a product, team, or system. And in this order: 1. Vision (End goal) 2. Strategy (What will we need to do to get to the vision) 3. Execution (Roll up your sleeves and lets go) Now what does this mean? Do not let what is currently available get in the way of your end goal or vision. Build systems around what you will need to get to that vision instead of seeing what is possible and figuring out your vision from there.

Execution without vision is… the best recipe to fall into oblivion. It all boils down to having the right team by your side. When building your team, it's important to make sure that you have the right people to execute your strategy.

Am I afraid of losing customers to refunds? Or am I afraid of having irrelevant users cluttering my revenue pipeline? At TeleCRM we hated refunds! 🙅♂️ "Always keep and respect customers!" 💪 We learnt the hard way how that logic is completely flawed! Our pipeline and user-base was clogged with irrelevant users making life hell for multiple teams! When I resist, I am led by the fear! That's a terrible leadership mindset! Because when I am acting out of fear I can't choose the right thing to be afraid of... It makes me short-sighted! The solution is rather simple🚀 Simple. Not easy! What if I define our long term goals and then chose what to be afraid of... Could you use such a mindset? You'd be afraid 👉 of hiring the wrong people rather than paying too much 👉 of communication barriers in the team rather than conflicts 👉 of 'yesmen' rather than people strongly disagreeing with you 👉 of actually doing the wrong thing rather than being blamed for the right thing 👉 of repeating the things that aren't working rather than trying unknown things What example do you want to set for your team❓

We can all agree that awesome ideas come from awesome teams. This notion is followed by a fallacy that all you need to do is build an amazing team and then just step aside and let them do what they do best. Yet in practice, most teams whether they are left alone or being heavily guided, fail to deliver commercially successful products. The reason is that they lack a product mindset and either can’t or won’t make the right decision. Konstantin Mitrofanov, Chief Product Officer of Belka Games shares practical steps on how they were able to create an organization that is both autonomous and highly successful. https://lnkd.in/e9Fy4iMd

🚫 Pitfalls of Overlooking Self-awareness in Game Development: 1️⃣ Lack of Direction: Without knowing strengths, your game can lack a unique selling point, making it difficult to stand out. 2️⃣ Repeated Mistakes: Not acknowledging weaknesses can lead to making the same costly mistakes over and over. 3️⃣ Missed Opportunities: Failing to leverage strengths can mean missed chances to optimize game features. 4️⃣ Misaligned Teams: Without a clear vision, team members can become misaligned, leading to inconsistent outputs. 5️⃣ Dissatisfaction: Not understanding aspirations can lead to projects that don't bring personal or professional fulfillment. Don't neglect the foundational step of understanding yourself in game development. Awareness today saves trouble tomorrow! 💡 #gamedevelopment

Over the years there are a few thoughts that have been valuable to me. These have come from mentors, teammates, and from failing. 1. Take care of and protect your team, without them you cannot achieve your goals. 2. Be a student of your numbers. 3. Numbers only tell a portion of the story, you have to put boots on the ground to get the details of what is driving the numbers. 4. Be flexible. The destination is the goal, the journey can differ with each opportunity. 5. Collaboration during development of an idea with the ones that will have to run the plays at the store is key to the idea sticking, and evolving.