PM RANT: Launching anything in a big company is an "impossible task"...

Size is inversely proportional to launches. What you mention is true , but I consider this as a stepping stone to leadership. Large companies would always be resistant to change aka new launches as entropy is high and keeps increasing. Moreover, everyone has their own agendas and those who can’t create, obstruct in self preservation. What has personally worked for me - 1. Map out the hierarchy of stakeholders 1&2 for each unit/ sub org that this goes through. 2. Try winning over 1 in each sub unit / org and get whatever dependencies resolved. There would be cases where you have to play 1&2 or 1 against 2, vice versa and take their skip level into confidence at the slightest misstep. 3. Always target Sales/ CS alignment first and work your way backwards. This helps in executive level escalations , which helps remove roadblocks faster as new revenue/ retention revenue is on the line. 4. For dumb chummies of founders, I’ve seen what works best is public humiliation on company values / output. They can have the ears of the founder , but a public company/stakeholder value driven argument that leads in their humiliation would ensure that they don’t work against you. Founders also have company as a priority, not a person, no matter how chaddi-baddi they are with chummies. 5. Selling is really hard, but once you’re able to find spots/ areas that you can sell to varying internal stakeholders, you can sell more effortlessly next time, as you know what buttons to push. 6. I’m an IC who doesn’t like this side of PM’ing , but learnt the hard way that this is an opportunity not an impediment. From whatever little I have inferred about your thought process on GV, shouldn’t be hard for you. All power to you ☘️

Interesting. How do PMs at big orgs (FAANG) remain fulfilled then? Have they done something different than what Indian Product based companies have done? Or Is it the money, brand, the perks making them stay?

Accepting your throughput is not the strategic fit for the company’s stage, market condition, existing product portfolio doesn’t mean its umbrella "bad for the company". So chill and go easy on yourself. Meanwhile it might be helpful for you to read some academic stuff on Strategy to work backwards on why your ideas arent being bought in. Calling founders ego strokers is sensational and sometimes true as well - that said they have and will always have more info on your company and more wisdom regarding the industry (thanks to founder's position, not aptitude) - so try and decode why, like all PMs do :)

Abe Manas Saloi real account se aa

Instrumentation and measurement of ideas is a big problem. If every idea is tried all of teams bandwidth will go into things which eventually didn't turn out to be true. Hence a leader is someone who is more right and wrong and knows how to filter ideas. MVP is a subjective definition and has a cost on user experience. Companies where real problem is much bigger than people problem won't have time to tell people what to do, essentially having projects more than people will always have autonomy and opportunity. People would have no choice but to perform.