Chapter 1: Understanding the Need for Pivots

In the world of product management, maintaining focus is crucial. Having a clear goal, a defined endpoint, and a roadmap to reach it simplifies the process tremendously.

However, let’s face it—how often does this scenario play out perfectly in product development? Rarely, if ever. This unpredictability is what makes the role both thrilling and exasperating.

You prioritize your customers, delve into their challenges, and mobilize your development team. Then suddenly, you discover new insights, receive additional requirements, or your organization shifts priorities, derailing your entire plan. So, what’s next? It’s time to pivot.

Embracing the Inevitable Change

Change is unavoidable, and often beyond your control. The focus should be on how to prepare for and navigate these situations to keep your product team engaged and on track.

Chapter 2: Strategies for Planning a Pivot

Proactive Planning is Essential

Flexibility is a key trait of product teams, and as a Product Manager (PM), anticipating change is a significant part of your role. Perhaps you've identified new customer needs during your research, or maybe a dependent team faces challenges that affect your project timeline.

As the PM, you must always have a contingency plan. But how can you prepare for changes that may not even occur? While you hope for a smooth process, planning for potential disruptions is critical.

Setting Quarterly Goals

Many organizations use quarterly goal-setting frameworks, such as OKRs. These are the objectives you share with other teams and management, representing your ideal outcomes. However, it can also be beneficial to establish a version of these goals for internal use only. This version should outline both the best and worst-case scenarios for the quarter.

You can create a short-term roadmap that encapsulates your ideal plan while accommodating alternative options if circumstances shift. While you may not foresee every possible change—like a complete strategic overhaul—this approach is valuable when entering a quarter with dependencies on other teams or unresolved customer inquiries.

For instance, consider what happens if a dependent team fails to deliver. Are there still aspects of the project you can complete? If so, prepare an alternative plan that does not rely on those dependencies.

Effective Communication of the Pivot Strategy

Collaborate with at least your designer and lead developer to refine your pivot plan and scenarios. This collaboration ensures you’re confident in your options and that critical team members have reviewed the alternatives.

Once your plan is solidified, share it with the rest of the team. Address any questions and seek their buy-in. This transparency helps the team understand the goals you aim to achieve with the ideal plan and clarifies the rationale behind any necessary pivots.

However, be mindful of your team's dynamics; a young development team may feel overwhelmed by the prospect of additional work. Clearly convey that this is a contingency strategy, not an added burden, should the initial plan falter.

While we strive for clarity in our objectives and outcomes, the reality often differs. By crafting and communicating a flexible plan, your team can focus on the ideal path while being prepared for any pivots that may arise, ensuring a seamless transition without losing momentum.

The first video titled "Pivoting in a Project: Strategies for adjusting to scope changes" offers valuable insights on how to effectively manage project pivots and adjust to evolving requirements.

In the second video, "Pivot Triggers: How to do Discovery and Delivery at the Same Time," Tom Kerwin discusses how to balance discovery and delivery processes, which is essential for successful pivots in product management.