It’s been almost a year since Twitter has had a leader for its product division, the last one jumped ship in January. Now, you might imagine that head of product for an online network platform might be important enough to fill quickly, but that doesn’t take into account a founder who thinks he can manage just fine as a part-time CEO.
Still, the case might be made that the position was so important that it took a long time to find just the right person to fill it. At least, that case could be made until you find out that the new product chief……who doesn’t actually use the product.
It’s not like this could be kept secret, twitter history is right there in the open, for everyone to see. The question is, why would you want someone who doesn’t use a product in charge of its development?
Is he going to see all the myriad innovative ways in which it might be put to effective use? Or even just all the ways it might generate revenue, and therefore returns for investors? There is obviously no personal enthusiasm for the product, or he would have already been using it.
Only by using a product frequently, do you notice how it might be improved or imagine out of the box ways it could be used. It follows logically, then, that it’s probably going to take a little while for this guy to get up to speed.
Oh, and wait, here’s the kicker.
Twitter didn’t just hire a product chief who doesn’t actually use the product: Twitter. It had to buy Keith Coleman’s seven-person startup, Yes, in order to get Coleman to take the new position. Since Twitter refuses to provide details about the deal, one can only imagine they make about as much sense as the whole mind-boggling exercise.
Nothing about this debacle inspires confidence, yet Twitter will probably survive to limp along until Jack Dorsey lowers his asking price and a buyer can come along to develop the platform’s very real potential.