![]() ![]() Whether the interviewer goes with the version above or, “What was the most difficult product you launched and why?” they’re looking for you to talk through how you use data and product management skills to get everyone on the same page when faced with challenges or quandaries. Upadhyay offered a handful of similar questions, all of which are essentially designed to dig into your ability to gain alignment from others and execute on your vision. How did you work with others to figure out what was wrong and do a second launch? Behavioral Skills: Give me an example of a time when your product failed. Don’t neglect to gut-check your answer to make sure it sounds plausible and revise if it doesn’t.Ĥ. Solving these estimation questions often boils down to making thoughtful assumptions about the size of a market using commonly known numbers, asking clarifying questions to the interviewer to validate your assumptions, estimating the frequency with which customers make purchases, and then calculating the amount spent on each purchase if you’re asked to come up with a dollar value. But if you practiced market estimation with a number of similar questions, you know the thought process, you can apply it to anything, and it doesn't seem that hard anymore,” she says. “If I just asked you right now to estimate the size of a cricket stadium in London you’d be stumped. There is a bewildering array of these questions out there, so the key to doing well when confronted with one is to practice beforehand. And while the most outlandish ones are no longer the norm in PM interviews, market estimation problems, especially those around calculating the total addressable market (TAM), still continue to appear in interviews for product management roles, according to Upadhyay. Perhaps you read somewhere that Silicon Valley companies had given up on so-called “brain teaser” questions. ![]() Market Estimation: Estimate the number of videos watched on YouTube per day. ![]() Therefore, from a product strategy perspective, acquiring Quora does not make much sense for Google.ģ. Monetization would also be difficult, given that Quora itself has struggled to monetize its content. In addition, Google will not gain many new users by acquiring Quora, since most of them likely start with a Google search first. What do these companies fundamentally do? Are their missions aligned? What would the purchaser gain from this acquisition – would it be new users or more market share, additional revenue streams, or something else entirely?įor example, you might note that while Quora owns a lot of valuable Q&A content, Google is not really in the business of owning information, only making it accessible. In the case of the question above you might begin by thinking out loud about the strategy of both the target company and its potential purchaser. As with many questions on this list, performing well is less about a specific answer and more about demonstrating the thinking that leads you there. To assess it interviewers will often rely on hypotheticals like the one above. Strategic thinking is a key competency to be successful as a product manager. Product Strategy: Google is thinking about acquiring the question-and-answer site Quora. Interview coaching service IGotAnOffer offers a helpful template that can assist you in structuring answers to this type of question.Ģ. Finally, identify which one or two of these features you would need to build a Minimum Viable Product (or MVP). Walk the interviewer through the trade-offs you’ve considered in your selection. When you do continue onto features, it’s a good idea to suggest which features you think should be prioritized and why. Does the user have any other disabilities you need to be mindful of, for example? How exactly will they be using the product? Is there anything else about the larger context of their life it’s important to understand? Only once you’ve truly understood the user, their goals, and their situation should you suggest possible approaches or features. Rather than jump into features, successful candidates will start by digging into the users’ needs and wants. Impressing the interviewer isn’t about ticking off a particular list of features, but instead about demonstrating the thought process you used to arrive at your answer. What they’re really doing is testing your understanding of the fundamentals of product design. Product Design: How would you design an oven for a person in a wheelchair?Īccessibility is, of course, a hugely important topic in product design, but that’s not what your interviewer is getting at with questions like the one above that ask how you would design a hypothetical product for a specific user. ![]()
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