Key Takeaways from “How Every Product Team Can Drive Business Impact” by Matt LeMay at #mtpcon London 2025:
- Impact over process: Stop chasing the "right" frameworks and processes. Success in product management is not about following orthodoxy but about driving real business impact.
- The low-impact death spiral: Many teams end up building safe, low-impact features because it’s easier and less political, which leads to bloated products and disconnects from company objectives.
- Align goals tightly with business impact: Avoid endless cascades of OKRs. Keep team goals no more than one step away from the company’s core business goals, and always be able to link your work directly to the company’s main outcomes.
- Discovery done right: Discovery isn’t about volume; it’s about delivering meaningful value. Teams accountable for outcomes realize discovery is non-negotiable for success.
- Tie work to revenue and outcomes: Don’t waste time building features unless their business value is clear. Even if you have to guess, make sure your guesses are strategic and purposeful.
- Real leadership is tough: Product leadership means embracing ambiguity, driving clarity, and having uncomfortable but necessary conversations about money, timing, and value.
- Cross-functional collaboration is required: Meaningful impact often means working across departments (like marketing and sales) to affect broader business outcomes.
- Be proactive, not passive: The best way to understand what the business expects is to tell the business what you’re able to deliver and what you need to get there.
- Resist the feature factory mentality: Teams should escape the "feature factory" trap by focusing on business goals and outcomes—not just shipping features.
- Messy middle: There’s no perfect framework or cascade; product work lives in a “messy middle” between strategy and daily execution.
- Estimate impact, don’t obsess over scoring: Prioritization should start with honest impact estimation—how many users or how much revenue a feature could unlock—before getting lost in confidence or effort scores.
- Commercial mindset brings satisfaction: Teams that tie their work to commercial realities—revenue, business metrics—report being more engaged and less stressed.
- “Doing product the right way” is a myth: Don’t fret over not being ‘product-led’ by some hypothetical standard. Focus instead on helping your own business win in its specific context.
Bottom line: Product teams can break out of the cycle of low-impact work by prioritizing and consistently tying everything they do to the company's actual business needs, communicating proactively, and staying commercially aware—even when it’s uncomfortable or challenging.
