European firms often prioritize predictable processes over adaptability, lack a culture of validating ideas before building, and fail to appreciate engineers as key strategic partners, unlike their modern US tech counterparts.
A PM's first job is to earn influence, not exert authority. This is achieved with a 'listening tour'—proactively meeting key people in engineering, sales, and marketing to understand their challenges and build relationships before proposing any product work.
Instead of preaching an abstract 'product model,' find a single, tangible project to demonstrate immediate value. This 'show, don't tell' approach builds trust and makes subsequent, larger changes easier by proving the method's worth on a small scale.
Startups, especially in deep tech, often get stuck trying to keep all options open. The most effective way to force focus and enable progress is to definitively answer 'Who is this for?'. This shifts the team from building generic technology to building a specific product.
Change adoption follows a bell curve. Instead of assuming everyone is an eager early adopter or wasting energy on staunch resistors, focus on the large majority in the middle. Persuade them with a steady stream of small, proven, and safe wins that build comfort and trust.
When faced with a dysfunctional system, complaining is futile. The best strategy is to find a small, high-value action within your direct control, like observing a single user test or researching Reddit for customer insights. This creates immediate, undeniable value and builds credibility for future change.
Many European deep tech startups fail because they focus on building technology from their research without validating a market need. One study showed 70% of failed deep tech founders cited 'product' as the top reason for failure, ranking it higher than financing, team, or market size.