11 Things to Consider Beyond the 101 Stuff About “Being Product-Led”

If I had $1 everytime I hear someone say, "Make sure you listen and add value to your users...."

LinkedIn posts talking about "Product-led" be like:
"Make sure you listen and add value to your users."

...Here are 11 things to consider beyond the 101 stuff:

1. Can your business actually be product-led? Or are you just jumping on the jargon bandwagon?

2. Why is it Sales-led 𝗢𝗥 PLG? Why can’t both co-exist?

3. How to navigate organisational politics, get buy in, and achieve internal alignment (then repeat)?

4. How does pricing and packaging contribute to your PLG?
 
5. How do you measure leading and lagging indicators? 

6. Which team is responsible for owning what metrics? Which ones are shared?

7. How to build growth loops beyond a referral program? (Within the product)

8. How to increase word of mouth without incentives or discounting?

9. How do you keep it low-touch during onboarding and activation? (e.g. To reduce number of support tickets)

10. How do you remove the need for users to ask for help in the first place? (e.g. The need to visit Help Centre)

11. It's an ongoing iterative process, not "let's design the flow then we're product-led and ready for PLG.
  
Anthony Bratovich had a few good points after I shared this post with him:

- "Growth loops shouldn’t be detached from user goals. Is the marketing team aware of this?"

- "Product-led is a theory. What/How you should think, not just do. Can’t just do it once and get a benefit."

- "Metrics - What outcome, signal, what behaviour? Is this across every team? If not, metrics will clash. Now you're fighting a metric battle."

What would you add to the list?