Octadesk · Strategy · Mid · 45 to 60 minutes

How should Octadesk respond to falling NPS?

Octadesk is a customer service software company that helps businesses manage support conversations with their customers. Answer this product management case and get it graded line by line against a weighted rubric.

Strategic thinking
Root cause analysis
Prioritization
Cross functional alignment
Metrics

The situation

You are the PM for a core customer service workflow at Octadesk. The VP of Product has asked you for a strategy recommendation before the next planning cycle. Customer NPS has been trending down, and customer success teams are sending a growing stream of requests into the backlog. Sales still drives much of the business and wants quick responses to account level asks, but engineering capacity is limited and the roadmap is starting to look like a collection of reactive requests. Some leaders think the answer is to keep shipping what current customers ask for. Others worry the bigger problem is that the companys operating model is no longer helping the product scale in a repeatable way. You need to recommend how this product area should balance near term customer needs with a more scalable product direction, and how feedback from customer facing teams should shape roadmap decisions. Your recommendation should improve customer outcomes without assuming a full company reset.

What to produce

A 1 to 2 page strategy memo.

Your answer must

State your diagnosis of why NPS is falling and why customer success requests are piling up, including at least two plausible root causes and the one you believe matters most.
Recommend a product strategy for the next two quarters for this product area, with 2 to 3 investment themes or decision principles.
Explain how sales, customer success, and product should contribute to roadmap decisions, including a lightweight intake or prioritization mechanism.
Identify the main trade offs, especially between short term customer requests and scalable product bets, and say what you would deprioritize.
Define 3 success metrics and the early signals you would watch in the first 90 days.

Constraints

Assume team capacity is roughly flat for the next two quarters.
Do not rely on a full company reorganization or a major rebuild of the product.
Keep the recommendation scoped to this product area, while acknowledging company level implications.
Do not invent specific market data, customer segments, or feature gaps that are not provided.

Format

Use five headings: diagnosis, strategy, roadmap input model, trade offs, metrics.

How Octadesk actually played it

A product leader explains moving a sales-led company toward product-led growth after NPS fell and customer success requests piled up in the backlog. Shows how an org tension drove a strategy change.

A falling NPS can signal a mismatched operating model
Give support teams a path into the roadmap

Built from Product Strategy Case Study: Octadesk by ProductLed.