90-360-3

In: Business and Management

Submitted By denzo
Words 662
Pages 3
Early in my career as a product manager, I was asked in an interview, "How long will it take you to make an impact?" I was caught "off script" and don't feel I adequately answered the question. It definitely resonated with me to reflect on and to develop a response. What has come out of that question is a rule that I sum up as: 90-360-3.

The 90-360-3 framework is designed to gain critical insights, visibility, and measurable objectives. This rule can be used whether it is your first day or your tenth year on the job. The rule breaks down simply: over ninety days, take a 360-degree view of your company, and develop three top-line measurable objectives.

A "first one-hundred days" is pretty much accepted as a good checkpoint for measuring one's effective- ness and overall trajectory. Typical business cycles and critical milestones run quarter to quarter; so, I find the ninety-day rule a good fit. Ninety days is a good rule of thumb, but the timing can be modified to fit other cycles more in tune with your company's specific rhythms, e.g., weekly, monthly, or even semi-annually. I don't recommend using this process beyond six months, since the intent is to develop a behavior that is agile, perceptive, and ef- fective. Also, too short of a period can result in knee-jerk responses and unnecessary churn. Find a rhythm that is effective and sustainable, and make this a habit.

Central to the role of product manager is assuming the mantle as "general manager" for all aspects of your product. Great product managers are always known to be the one person for any question about the product. Your product is not just about the final instance you deliver to a customer. It embodies all of the decisions, actions, support, etc., that bring it to fruition. The process does not follow a narrow path that begins at the whiteboard and ends at the warehouse. Your role is to ensure a…...

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