Balancing Key Factors

Recently, I had the opportunity to share my learnings and insights from "Launching Products Globally" with an amazing audience at Plug and Play Tech Center with the presence of global audience including entrepreneurs from HKSTP - Hong Kong Science and Technology Parks Corporation. Here are a few learnings and insights from the evening: 1) You need to "localize" your product & go-to-market strategy: This doesn't only mean just translating or localizing your product. It's a lot more than that. You need to localize your "go-to-market" motion as well. You may have product-market-fit (PMF) locally, in the first country/region you launched, but that doesn't mean you can take the same product and go-to-market strategy to launch in a new country/region. As an example at Fitbit, we learned how the French think about fitness (they count walking to a restaurant to get a glass of wine as their "fitness") is very different than how Americans define workout and fitness. So all our marketing and go-to-market strategies had to align with the way locals will see benefits in our products. 2) Having boots on the ground is essential for successful global expansion: You need to have boots on the ground who truly understand the nuances of how to go-to-market, how to sell, and how to deliver your value proposition to customers in different regions. There are a lot of nuances of how to do business locally that will take outsiders to any market a long time to learn. At Cleo, where we had global customers like Salesforce, Redbull, Pepsi, and Uber, we had to have local health Guides to deliver our services with an intimate understanding of customers needs and approaches in that region. 3) Understanding local, cultural, and social aspects is critical to a global expansion success: Even though at the surface things may seem similar in each region, there are a lot of nuances that make your go-to-market strategy and the way you deliver your services resonate with the local customers or not. At Teladoc, we've learned that people in different countries think about their mental health and how to get support for that "very differently" than each other. Huge thank you to my hosts Rahim Amidi, Dr. Yahya Tabesh, Amir Amidi, Ahmadreza Masrour, and Akvile Gustaite, and HKSTP leaders, Albert Wong & Pheona Kan, who are interested in continuing these conversations. It was awesome to meet great entrepreneurs and see old friends: Reza Moghtaderi Esfahani, Daniel Lo, Houman Homayoun, Wayne Chang, Golnaz (Naz) Moeini. #product #gotomarket #globallaunch #globalbusiness

Every task that comes to me is urgent and important. Sound familiar? This is a challenge many of us face daily. Early in my career, prioritization was relatively straightforward—my manager told me what to focus on. But as I grew, the game changed. Suddenly, I was managing a flood of requests, far more than I could handle, and the signals from others weren’t helpful. Everything was “important.” Everything was “urgent.” Often, it was both. To handle this effectively, I realized I needed to develop an internal prioritization compass. It wasn’t easy, but it was transformative. Here are 6 strategies to help you build your own: 1/ Be crystal clear on key goals Start by understanding your organization’s goals—at the company, department, and team levels. Attend organizational forums, departmental reviews, or leadership updates to stay informed. When in doubt, use your 1:1s with leaders to ask: What does success look like? 2/ Deeply understand KPIs Metrics guide decision-making, but not all metrics are equally valuable. Take the time to understand your team's or function's key performance indicators (KPIs). Know what they measure, what they mean, and how to assess their impact. 3/ Be assertive to protect priorities Not every task deserves your attention. Practice saying “no” or deferring requests that don’t align with key goals or metrics. Assertiveness is not about being inflexible—it’s about protecting your capacity to focus on what truly matters. 4/ Set and reset expectations Priorities change, and that’s okay. What’s not okay is working on misaligned tasks. Keep open communication with your manager and stakeholders about evolving priorities. When new demands arise, clarify and reset expectations. 5/ Use 1:1s to align with your manager Leverage your 1:1s as a strategic tool. Share your current priorities, validate them against your manager’s expectations, and discuss any conflicts or challenges. 6/ Clarify the escalation process When priorities conflict, don’t let disagreements linger. If you can’t agree quickly, escalate the issue to your manager. This avoids unnecessary churn, ensures trust remains intact, and keeps momentum focused on results. PS: You won’t always get it right—and that’s okay. Treat each misstep as an opportunity to refine your compass. What’s one tip you’ve used to prioritize when everything feels urgent? --- Follow me, tap the (🔔) Omar Halabieh for daily Leadership and Career posts.

"Focus on outcomes vs. outputs. Features don't automatically create value" The pivot from an emphasis on outputs to outcomes can be a critical paradigm shift for teams intent on building solutions that provide real value and enhance customer satisfaction. I just wrote about this topic in my new article on LeadDev: https://lnkd.in/gYqwH32S An output signifies the result of an activity (for example, launching a new feature), whereas an outcome is a change in customer behavior that drives business results (e.g. user-happiness improved, thanks to this over time we may see an impact to business metrics like sales). Real-world Scenario Imagine you're Spotify. A newly launched feature (an output), enables listeners to swiftly save their favorite songs (an outcome). The outcome of this results in heightened user satisfaction with usability, an increase in subscription numbers, and a subsequent rise in sales over the following six months (impact). Guiding Teams: Outputs, Impacts, and Outcomes To optimize efficacy, it's imperative to understand the distinctions between guidance based on outputs, impacts, and outcomes: Guidance based on Outputs: This entails asking teams to develop specific new features, products, or enhancements. However, this approach does not inherently ensure the provision of value to the users or the business. Guidance based on Impact: This encourages the team to deliver overarching value, such as revenue enhancement or cost reduction. Although essential, this may not offer explicit direction for the team or assist in the creation of user-oriented solutions. Guidance based on Outcomes: This involves asking teams to create specific customer behavior changes that drive business results. This allows teams to find the right solution and keeps them focused on delivering value to the users and the business. Employing an Outcome-Oriented Approach The value of an outcome-oriented approach is evident when uncertainties abound in a new initiative, product, or feature. Such uncertainties are a common occurrence in software engineering, and outcomes offer a means to define goals that encourage teams to experiment with various solutions until the right one is identified. The Limitations of an Outcome-Oriented Approach In instances where a solution is almost guaranteed to work, such as routine maintenance or bug fixes, the outcome-oriented approach may not be the best fit. For these scenarios, an output-focused plan is more fitting. Occasionally, I'm asked about where elements with no clear link to outcome fit in (like technical debt, code health). This often boils down to perspective (e.g., neglecting these could increase the long-term cost of outcome execution, framing in terms of the value back to the business, but can still have their place). Concentrate on what truly counts. Illustration credit: Workpath: https://lnkd.in/gFRcs-v7 #softwareengineering #motivation #productivity #lifeatgoogle

“Come back with recommendations faster and be more flexible” a CFO friend was recently told by the CEO. Really? Is this CEO missing the point? All she wanted was to provide accurate, well vetted recommendations that protect the company. If you are a "Controls Functions" leader (Finance, HR, Compliance, Legal, InfoSec, Audit, Risk, etc)  you've likely encountered this exact scenario with your CEO, founder, or other business leaders. It's understandable to feel a sense of tension in this demand, especially when you see your primary role revolving around safeguarding the company's interests. After all, you are there to protect the organization, right? While this is not wrong, you are not right either. ▶ First, let’s grasp what being 'more flexible' truly entails. While your core responsibility is to act as the vigilant guardian of the company's well-being, it's equally essential to recognize that taking calculated risks is an inherent part of thriving in the business landscape. Your role doesn't solely revolve around safeguarding the company; it's about presenting the risks and enabling the business to make informed decisions within that context. I will argue that our primary role is to enable the business not to “protect it”, quote often used to justify a no. When you lead with no over and over again, you become known as the “business prevention” arm of the company. ▶ The key is finding the delicate balance between prudent risk management and facilitating business growth. You shouldn't serve as a roadblock that hinders progress, nor should you unnecessarily prolong research and compliance processes to the extent that they stifle the company's strategic momentum. In essence, being 'more flexible' means embracing a mindset that values innovation and adaptability within the framework of responsible risk management. It involves understanding that, as a guardian of the company's interests, you play a pivotal role in equipping the business to navigate challenges and seize opportunities. By presenting risks transparently and expeditiously, you empower the organization to make informed decisions that drive growth while safeguarding its core principles. This balance between vigilance and flexibility is where the true essence of your role lies, ensuring the company thrives in the ever-evolving game of business. 💡 And one add-on for business leaders: next time you have this conversation with your control functions leaders, try using this approach when ready to make a decision: “ I understand the different variables and risks and are comfortable taking this path/approach”.  #stategicleadership #fintech #riskmanagement #startup #growth #business #controlfunctions #career2cents #compliance #humanresources #risk #tech #financialservices

Are You Chasing Too Many Business Goals? Here’s How to Focus on What Actually Drives Growth Did you know that 64% of business leaders admit they’re spread too thin, chasing too many initiatives at once? If you’re feeling stretched, you’re not alone—but it could be costing you profitability, efficiency, and long-term success. Why This Matters Businesses that narrow their focus to three core priorities grow 2x faster than those that juggle too many. Yet, in today’s fast-moving world, it’s easy to get caught up in new opportunities, expansion ideas, or “shiny object syndrome.” The result? A team pulled in different directions, unclear goals, and wasted resources. A Story That Hits Home A I’ve seen fast-growing companies struggle with too many competing priorities—launching new products, expanding into new markets, and restructuring all at once. But when leadership steps back and aligns with one clear objective, like customer retention, the impact can be significant. In one case, simply refocusing efforts led to a 37% profit increase in just 12 months because the entire team was working toward a single high-impact goal. How to Apply This to Your Business (In 30 Days or Less) 1. Identify Your Top 3 Business Priorities – What moves the needle most? Revenue growth? Customer experience? Operational efficiency? Rank them. 2. Cut Out the Noise – Review your projects and eliminate the ones that don’t align with your core strategy. 3. Align Your Team – Make sure everyone understands the one thing that matters most right now. 4. Track Progress Ruthlessly – Set milestones, measure outcomes, and adjust based on results. Stop Trying to Do Everything—Start Winning at the Right Things The best businesses aren’t the ones doing the most—they’re the ones doing the most important things well. So, what’s the ONE priority you need to focus on right now? Drop a comment and let’s talk! ♻️ I hope you found this valuable, please share with your network. 📌 Click "Follow" and 🔔 #Leadership #Coaching #BusinessGrowth #LeadershipDevelopment #SuccessMindset #EntrepreneurLife #TeamCulture #GrowthMindset #ExecutiveCoaching #BusinessLeadership #VisionaryLeadership #EffectiveLeadership #LeadershipSkills #WorkplaceCulture #LeadByExample

Debating the idea💡with a startup team - Diverse user needs can complicate the UX We did voting people —> Supporting the Idea - Diversity complicates UX -1- Increased Complexity in Design: Varied Requirements: addressing a wide range of user needs means incorporating multiple features and functionalities, which can make the interface hard to use Conflicting Preferences: Different user groups may have conflicting preferences, making it challenging to create a one-size-fits-all solution -2- Time and Budget Issuesn: Designing for diverse users often requires more time and resources for research, testing, and implementation, which might not be feasible. Maintenance Challenges: Supporting multiple user personas can complicate ongoing maintenance and updates, as changes benefiting one group might negatively impact another. -3- Learning Curve: A complex interface designed to meet diverse needs can increase the learning curve, making it harder for users to navigate and utilize the product effectively. Other 1/2 of the group challenged the Idea: Diversity Enhances UX -1- Inclusive Design Benefits Broader Reach: Designing for diverse users ensures that the product is accessible to a wider audience, potentially increasing market reach and user base (an important business goal 🎯) Enhanced Usability: Considering diverse needs can lead to more flexible designs that accommodate different user behaviors and preferences. -2- Innovation and Creativity: Diverse Perspectives: Incorporating diverse user needs can inspire innovative solutions and creative 🧠 problem-solving, leading to a feature-rich product. Adaptability: A product designed with diversity in mind is often more adaptable to future changes and evolving user requirements -3- User Satisfaction: Meeting the varied needs of users can lead to higher satisfaction (hard) and loyalty, giving the product a competitive edge in the market. Reputation: Demonstrating a commitment to inclusivity and user-centric design can enhance the brand’s reputation and trustworthiness. Came to a hybrid approach👇 Finding the Balance While diverse user needs can introduce complexity, they also offer opportunities for creating more inclusive and versatile product. 🔑 1 Prioritizing + Segment User Personas: Focus on primary user groups to streamline design efforts while keeping secondary needs in mind 🔑 2 Modular Design + define master pages/elements: Implement flexible and modular design elements that can be customized based on user preferences without cluttering the interface 🔑 3 Continuous Feedback + Iteration: conduct ongoing user research and test new ideas to understand and address the most critical needs effectively

CEO of $23M company said - she and her team is overwhelmed with their GTM strategy and is chaotic. i asked her why and after a quick assessment it was clear the reason for the messiness feeling: the team was running multiple products and funnels. so we worked with her and simplified her entire GTM process. here's how: since late december, we’ve made simplicity a core focus inside their business. this is what it looks like now: → one product they used to juggle multiple offers, one integration business line generating $1M in revenue and another product offer did about $3M and the flagship product did somewhere around $19M ish. from the outside - this sounds like a successful business. but it created complexity: more people, more cost, more custom integrations, more development, less scalability. so we cut it down to one clear solution. → one funnel all leads still come from multiple channels: linkedin, youtube, events. but they all flow into one standardized funnel. → one discovery call for targeted ICP and changed sales incentive structure to align with the biz goals. no ad-hoc structures. everyone knows what we’re listening for and what we’re solving. → one contract they don't start from scratch anymore. we simplified the entire buying experience for their clients and internal team. and here’s the simple math that brings it all home: 1 × 1 × 1 × 1 × 1 × 1 = 1 but add just one extra layer (say, 2 products, or 2 funnels, or 2 motions) and you get: 2 × 2 × 2 × 2 × 2 × 2 = 64 that’s how fast complexity compounds. and it costs you in ways you don’t see until it’s too late. simplicity scales. complexity breaks. this year, every client we work with, we are teaching simplicity. how many products and funnels do you recommend? love, sangram p.s. if you like operating with simplicity, I have a GTM OS on a slide course with over 3,000+ downloads on my profile. check it out here Sangram Vajre.

The highest-performing organizations I advise share a counterintuitive trait.   They've weaponized simplicity.   While their competitors architect elaborate systems and chase comprehensive solutions, these leaders understand a fundamental principle: 𝗢𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗲𝗹𝗲𝗴𝗮𝗻𝗰𝗲 𝗯𝗲𝗮𝘁𝘀 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗼𝗻𝗮𝗹 𝗰𝗼𝗺𝗽𝗹𝗲𝘅𝗶𝘁𝘆.   Every quarter, I watch companies suffocate under the weight of their own sophistication: → Multi-layered governance structures that delay critical decisions → Technology stacks so complex they require dedicated teams just to maintain → Strategic frameworks so nuanced they paralyze execution   𝗧𝗵𝗲 𝗖𝗘𝗢𝘀 𝗮𝗻𝗱 𝘁𝗲𝗮𝗺𝘀 𝘄𝗵𝗼 𝗰𝗼𝗻𝘀𝗶𝘀𝘁𝗲𝗻𝘁𝗹𝘆 𝗼𝘂𝘁𝗽𝗲𝗿𝗳𝗼𝗿𝗺?   They've ruthlessly eliminated friction from their value creation engines.   • One unified P&L structure instead of matrix reporting. • One primary KPI that drives all others. • One clear decision authority at every level.   This isn't reductionism; it's strategic discipline.   The most complex challenges often demand the most elegant solutions.   As markets accelerate and margins compress, the companies that survive won't be those with the most sophisticated playbooks.   They are those who can execute with precision at speed.   What's the most transformative simplification you've implemented at the enterprise level? #businessgrowth #simplicity #GTM #leadership  

The quickest way to kill innovation? Overstructure it. The quickest way to kill momentum? Understructure it. Leadership is about about knowing how to balance both. Structure provides clarity. Creativity fuels innovation. You need both to build a team that performs and evolves. Here are 10 ways to balance structure + creativity in leadership: 1️⃣ Set clear outcomes, not rigid methods. Define the “what,” and let your team explore the “how.” 2️⃣ Use constraints as creative fuel. Boundaries aren’t limits, they’re launchpads. 3️⃣ Build in time for reflection and ideation. Innovation doesn’t happen in back-to-back meetings. 4️⃣ Create repeatable rituals, not rigid routines. Weekly stand ups? Great. But make space for dialogue, not just status. 5️⃣ Document what matters, ditch the noise. Clear, flexible systems > endless policies. 6️⃣ Model curiosity, not just decisiveness. Saying “I don’t know, let’s explore it” invites genius. 7️⃣ Protect deep work time. Creativity dies in constant interruption. 8️⃣ Celebrate experiments, not just results. If failure isn’t safe, innovation isn’t either. 9️⃣ Encourage input before decisions, not just after. It’s not collaboration if the plan’s already set. 🔟 Lead with clarity of purpose, not control. When the mission is clear, creativity thrives inside the frame. Great leadership is adaptive. It makes space for innovation without losing focus. - ♻️ Repost to help leaders find the balance between structure + creativity 🔔 Follow me Julia Laszlo for radically honest leadership talk

The old rules for product design: - Design screens, then stitch them together later - Focus on delivering pixel-perfect UIs - Add more features to make products feel complete - Follow design patterns exactly as they are - Prioritize aesthetics to make things “look good” The new rules for product design: 1. Design for systems, not screens. Your product isn’t a collection of pages—it’s an interconnected system. Approach design like you’re mapping out a city, not decorating individual buildings. 2. Optimize for decisions, not visuals. Aesthetics are important, but the real value is helping users make faster, better decisions. Structure your layouts around clarity, not decoration. 3. Simplicity isn’t less—it’s focus. Don’t strip away features. Refine them until they guide users to a single, clear outcome. Complexity usually hides in unnecessary options, not additional tools. 4. Patterns are starting points, not solutions. UI kits and frameworks are great, but if you rely on them completely, your designs will feel generic. Adapt patterns to fit the unique problems you’re solving. 5. Design for growth, not completion. Your product will evolve. Design in a way that allows features, content, and interactions to scale gracefully without constant redesign. Shifting from static UIs to dynamic, evolving products isn’t a small adjustment. It’s a mindset shift that mirrors how design is moving from craft to craft AND strategy. --- 🎁 PS - Every week I explore the hidden design insights behind the world’s most popular products. Join the crew & subscribe here: https://lnkd.in/guJJsBaT #design #careers #startups