Imagine you were the PM of Google Glass, which had been out of the market. How would you have designed and launched it, such that it became a success?

Certainly, I'll provide a detailed, strategic answer to the question about Google Glass from the perspective of a seasoned VP of Product. I'll structure the response as if I'm directly addressing the interviewer in a 30-40 minute interview session.

Introduction

Thank you for presenting this intriguing product strategy challenge. To restate the problem: How would I have designed and launched Google Glass to ensure its success in the market? This is a complex issue that touches on various aspects of product strategy, market positioning, and user experience design.

The key business objectives I'd focus on would be:

1. Achieving product-market fit
2. Driving user adoption and engagement
3. Establishing a sustainable business model
4. Positioning Google as a leader in wearable technology

I'll approach this challenge by first clarifying our strategic goals, then conducting a thorough market and competitive analysis. From there, I'll define our product vision and roadmap, prioritize key initiatives, outline an execution plan, establish metrics for success, and finally address risk management. Let's begin.

Step 1

Clarify the Strategic Goals (3-4 minutes)

Before diving into the solution, I'd like to clarify a few key points to ensure my strategy aligns with the company's objectives.

• Based on Google's position as a technology leader, I'm assuming the primary objective for Glass would be to establish a new product category and ecosystem in wearable computing. Could you confirm if this aligns with the company's strategic priorities, or if there are other specific goals we should consider?

Why it matters: Determines if we focus on innovation leadership or immediate revenue generation Expected answer: Alignment with long-term innovation strategy, aiming to create a new product category Impact on approach: Would emphasize ecosystem development and user experience over short-term monetization

• Considering the innovative nature of Google Glass, I'm thinking this would be positioned as an early-stage product in a new category. Can you help me understand where the company sees this in terms of product lifecycle and how that fits with our overall portfolio strategy?

Why it matters: Influences resource allocation and expectations for growth and profitability Expected answer: Early-stage product with a long-term growth horizon Impact on approach: Would focus on rapid iteration, user feedback, and establishing product-market fit

• Given the broad potential applications of wearable technology, I'm curious about our target customer segments. Are we primarily focusing on consumer applications, enterprise use cases, or a combination of both?

Why it matters: Shapes our go-to-market strategy and product development priorities Expected answer: Initial focus on tech-savvy consumers with potential expansion into enterprise Impact on approach: Would tailor features and marketing to early adopters while exploring B2B partnerships

• Looking at the current market context, I see increasing interest in augmented reality and wearable tech. How do you see Google Glass fitting into this landscape, and are there any specific market trends or competitive moves we should be particularly mindful of?

Why it matters: Helps position the product effectively against current and future competition Expected answer: Opportunity to lead in AR wearables, with competition from both tech giants and startups Impact on approach: Would emphasize unique Google capabilities (e.g., AI, data integration) for differentiation

Based on these assumptions, I'll proceed with a strategy that focuses on establishing Google Glass as a category-defining product in wearable computing, targeting tech-savvy consumers initially with an eye towards future enterprise applications. We'll prioritize innovation and user experience to drive adoption, while building a sustainable ecosystem for long-term success.