3 keys to building a product-led culture

We all want to be part of a product-led culture. Yes, a cynic might say that it’s because it means we’d be in charge. But honestly, it’s a great thing for businesses.

When you think about the technical leverage and scalability of product and engineering-led cultures, it’s clear that they enable businesses to grow and scale infinitely. So, there’s a huge business incentive for fostering a product-led culture.

But here's the question: Would you classify your organization as product-led? Maybe, maybe not.

In reality, results vary, and we all face stakeholder requests that might not always align with our product vision. But these requests can be a gift, as long as we ensure they’re aligned with where we’re trying to go. 

The challenge lies in getting the organization to work together more effectively, which is where communication and alignment come into play. These are the building blocks for creating a product-led culture.

Just a quick note: none of this matters if your product isn’t solid, so start there. The tips and tricks I’m going to share in this article will help you build a product-led culture once you’ve got that foundation in place.

Let’s get into it.

How I help product lead

Here are three key ways I help foster a product-led culture:

• Create a mantra for success: Instead of long, forgettable vision statements, craft a memorable mantra that captures your product’s direction and what winning looks like.
• Get the word out: Be intentional about sharing the context behind your product decisions. Help the organization understand why you’re doing what you’re doing and reinforce the message.
• Take the lead: Don’t just throw a product over the wall and hope for the best. Sometimes, you need to step in and lead the charge to make sure everything aligns and the product succeeds.

Let’s take a closer look at each of these tactics.

Creating a mantra

As I mentioned earlier, mission and vision statements often end up being too long and forgettable. If you were to poll people in your office, they might not even remember them. 

Instead of going for something lengthy, think of your mantra as a simple phrase that paints a picture of what success looks like. You want it to evoke a vision of the future that everyone can grasp immediately.

It’s kind of like an old-school infomercial: it starts in black and white, but then – boom – it transitions to vibrant color, showing how great things will be once you’ve reached that "promised land." You’re trying to convey that transformation in a single, powerful phrase.

For example, let’s look at some classic mantras that worked well:

• Microsoft (1980s): "A computer on every desk and in every home."
• Target: "Democratize design."
• Google: "Organize the world’s information."

These are simple, yet ambitious. When Microsoft said they wanted a computer on every desk, it wasn’t just about market size – it was about creating a vision of the future that everyone could understand. It was big, bold, and easily referenced in everyday decisions.

The same concept applies to Google, where the mantra influences how teams approach projects and product development.

Similarly, if you were on the lookout for some home decor, that mantra – democratizing design – could guide your choices. You might think, "I want something with high design, but also affordable and accessible," and head on over to Target. 

The key takeaway is to look at your mission and vision, then boil it down into something that’s easy to share and refer to in every meeting and conversation. 

You’ll know it’s working when you start hearing that mantra echoed back to you. When you’re talking to an engineer and they say, "We found this issue, but here's why it aligns with our vision," you’ll know you’re on the right track.

What makes a good mantra?