Speaker 2: What do you think these young product managers have in them which older generations have a hard way to learn?
Speaker 1: In general, Gen Zs have more exposure to a lot of things by the virtue of the generation that we are born into. want to work, but they don't want people to micromanage them. Most Gen Zs are doing 2-3 jobs at once.
Speaker 2: What if you're working for an organization, can you still do moonlighting?
Speaker 1: If something is not legally or ethically wrong, then it should be doable. more than a career, like more than one career actually helps you grow and makes you more diverse. the user, you get some clarity 100%, but data you can't go anywhere.
Speaker 2: What kind of things that you collecting with, that you these thoughts, let me get into this thought leadership on being a product.
Speaker 1: And LinkedIn is something that is a goldmine on it.
Speaker 2: One metric that you trust the most as a product manager.
Speaker 1: Burnout is not a sign of success.
Speaker 2: What is Genji's strength?
Speaker 1: you
Speaker 2: So every generation enters the workplace with its own questions. Millennials asked for growth, Gen Z is asking for meaning, autonomy and impact, often all at once. Welcome to the Collaborative Canvas. Today's conversation sits at a fascinating intersection between product thinking, generational shifts and the changing relationship we have with the work itself. My guest today is Nigdha Sharma, a 26-year-old product manager working across AI, data and consumer products. But this episode isn't about age as a number. It's about how early exposure, faster learning cycles, and a more open world are shaping a very different kind of a product leader these days. Cigna has worked across consulting, cosmetics, and data platforms, building user-centric products while blending engineering, analytics, and empathy. And like many other Gen Zs, she represents a generation that's comfortable questioning old definition of the loyalty. openly discussing moonlighting and measuring success beyond just titles. So in this episode, we have a lot to explore of which I will have one millennial question to a Gen Z at the end of the episode. So tune in if you're either of them and I'd love to hear from you on the comments below as to what's your opinion on that. And let's begin. Welcome, Snigdha.
Speaker 1: Hi, thank you so much.
Speaker 2: So for people to know who is Nikita.
Speaker 1: So I'm Snigdha. I'm an associate product manager right now and I've worked across consulting, analytics, product. like in general, my career has been in the tech side. I've always been like a student who has been fascinated by science and technology. So that's 100 % my forte. But then while growing up, I was also fascinated by the business side to get to know how businesses work, how products work in general. So you can say I'm someone who works at the intersection of tech and business.
Speaker 2: Which gives me to the first question in itself that at the age of 26, you are very enthusiastic about doing almost everything, being a product manager as well. product managers, specifically Gen Zs, they have a different learning style altogether. The way millennials or the older generations have hard way in its own way, they have learned it. You have it a different way. You don't talk about roles, you talk about impact as what I mentioned. So tell me something, what do you think these young product managers have in them which older generations have a hard way to learn and they're learning it very fast? Is it because of the internet era that we were into the transition phase where you bond with the internet or is it something else?
Speaker 1: So I would like to say that firstly, it was definitely how we grew up. We grew up with cell phones. I had cell phones when I 9 or 10 years I started exploring apps, browsing through the phones and exploring products in general at a very young age. And then in general, gen Zs have more exposure to a lot of things by the virtue of the generation that we are born into. And also, This was something that we saw what was happening with the Millennials in terms of work. I know a lot of people who were like, know, given that, okay, this is your responsibility and you need to do this. And people were doing this, but then still, it much impact in their personal growth also, or maybe, you know, for whoever they were working for. So they were very like role focused or like what they need to do or what they need to like fulfill in terms of duty or the role that they were given. But then now I feel like we were always like we grew up seeing that. So when once we like were exposed to like the actual work work culture ourselves, we had already cleared that if if we're not doing something impactful, why are we doing it at all? there is a thing like Gen Z, which I think can be like two ends of the spectrum, that it can be too good or like too bad also, I feel. because a lot of people say that nothing happening so some people obviously refrain too soon and then they say that working or they are impacting so then they don't work on the product or whatever they are working on too early also but then it can go on the extreme end also. When they are only working to achieve something or some outcome they go crazy for it. So then we don't have to to about this. Then we 16 hours. But then need know the why and what it is, what impact it drawing. As compared to the previous generation, so I feel like a Gen Z who is at an entry level also in a firm would want that there some impact of Not that his
Speaker 2: Where this mindset from? You are learning ⁓
Speaker 1: Yeah, so I feel like more than conscious, it's very subconscious ⁓ drive, as I told you, because we saw that earlier this not happening. Like, know, maybe so when we were hearing from people about their work experiences, about what they were doing in their offices for their careers, so that time, maybe it was So it happens that you put a boundary on so like people are like... they can rebel to it, right? They want to do something opposite. So I think subconsciously he, Gen Z are working towards it more than consciously I would say. Obviously like after some point when you start seeing patterns, you take conscious decisions that ⁓ we are doing this because ⁓ like you know, maybe impact. and then you start like, you know, growing in that area. But then before like for example, if I a fresher, then I don't know how I can work in the office right So that time, I will only do what is natural to me. But naturally, drive is I think because A, we were exposed to so much stuff like in comparison to what millennials were exposed to. Like we were literally born with the internet. in it said that internet was born and even like Gen Z's were like growing up at that time. So it was like a lot of information exposure, unwanted definitely. It wasn't something that we were doing consciously. It was but that is normal to us, is what I am saying and maybe that drives it.
Speaker 2: What we trying to do here is basically we decoding a Gen mindset. ⁓ Srinika is a product manager and she worked across different industries. So we wanted to understand that the other generation specifically, the way they used to work and the way you guys are working, there's definitely a shift of mindset. And the two points that you mentioned that you a zeal behind why you're doing it. And secondly, you've been exposed to a very unwanted or not so unwanted, but still exposed to a lot of information at the same time, which Millelion ⁓ But considering that you work in a corporate environment and you worked outside of India as well. You have seen two sides of the people and two sides of the business and the two sides of the operations overall. As a Gen Z, you worked with, of course, within your organization with lot of millions and other generations as well. And they have a set pattern of doing certain things. And you guys have broken that notion that you this pattern. Why?
Speaker 1: I feel that Gen Z in general has become very open and vocal about what their opinions are, what they feel like doing and what they want to do. So I feel that's why constraining them will only do more harm than good.
Speaker 2: So you are still saying that if we tied, they will It the millennials too. We got freedom then too. We were
Speaker 1: Exactly. ⁓ No, no, but then you still working. Nowadays, is like, one Gen Z is that they have to work, but they don't want people to micromanage them. That you tell me, if something needs to get delivered, then... the focus either should be outcome or the process. It can't be both for Gen Z. So earlier it used to be like that people were obviously tracked for the process of what you're doing on a weekly basis and also the result. But for Gen Z, it's like either you should care enough for the process or for the impact. It's on you. And mostly it's for the impact because everyone has a different way working. There some people who the same work 4 hours. There some people who to and also it also comes from the fact that most Gen Z's are not only doing one job. Most Gen Z's are doing 2 to 3 jobs at once. So, if you tell me that you have to do this work in X amount of time and in like you know this much amount of hours. Now that time, I other important that I am so I can't do it, right? So I that process to but I you result. You tell me that you want this tomorrow 12 o'clock, then I will do it. Maybe I night, but I will do it. So that also happens that a lot of Gen Z's are doing a lot more than just focusing on one career trajectory right now.
Speaker 2: And the organizations are okay with that. As much as I know Moonlighting is still not a good phase in our industry but Gen Z's are overruling that, they changing it. So lot of people who do freelancing, it's good to them. So if you in a consultative approach you work with one company, you work with other company and nobody has the same problem. Unless and until they ⁓ belong to the same industry or for that matter they are the... competitors to each other, then maybe that would challenge for too. 100%. But if you doing moonlighting or in a consultative approach, then it is okay. What if you working for an organization, can you still do moonlighting?
Speaker 1: So we need to understand moonlining as a concept. I feel like if I'm working at an organization or at a corporate firm and if I also start applying or start working for another corporate firm that's a competitor of my first firm, then that is 100 % not ethical, not legal. So I'm not talking about that. I'm talking about, for example, if somebody is an investment banker and investment banker by the day and if they are a writer by the night or if they are like a runner by the weekend. So that is something that Gen Z is embracing and I understand it as a concept of you can see, we were not told that
Speaker 2: But that then it is not moonlighting.
Speaker 1: But still it is a career, So, now has happened that when you talk about multiple careers, I am talking about multiple careers running at the same time. So, if something is not legally or ethically wrong, then it should be doable and it's still gaining normalcy in today's world. I not saying it's still normal. It is still gaining normalcy.
Speaker 2: I think and I probably ask you guys, you can probably write it down in the comment but according moonlighting is not yet a thing. mean unless and until see, if I am a product manager, I know my capabilities. I can do something for the digital SaaS product or just like we about while ago, for a normal product as well. So that's my capability, that's my competency, that's how I build up myself as a career. Now if I to another career, that doesn't... Now I am a podcaster, that's another career. But it has no relation with the other thing which I am doing. So for me, understanding that mindset where the lack of loyalty versus or curiosity that we talk about in Gen Z, I wanted to understand from you, how open are you discussing these with your current organization? Because they see you as an employee. as somebody who is taking care of their work, being a product manager or anybody else and then you really wanted to live your own passion as well and then today's dynamic market in which you work 9 hours or 12 hours and they have been saying that we should do 17 hours a day doesn't matter right? So if you really need to get certain work done how are you guys making that mindset that I should follow this and that and my organization should not have a problem.
Speaker 1: So definitely, I think no employee goes to their organized like, you know, their employer and says, ki hum ye bhi kar rahe hain aya saath mein. Like, definitely when they are asked or like, you know, if you come like, ⁓ like if you show some curiosity, maybe and if you come across maybe, for example, if I'm a product manager and if I'm also a podcaster and if somebody comes across my podcast, then they will know that I am doing this on the side, right? Unless that they will not know. And it all comes down to the trust factor and also ⁓ legality. If legally that thing, that organisation's or any of work which confidential is out through And if I am delivering my results to the organisation then that shouldn't ideally ⁓ like you know, be a problem. Correct. And that is what I am trying to explain that I feel having more than a career, like more than one career actually helps you grow and makes you more diverse. So that is what I was referring to.
Speaker 2: So Srinikna, I am sure you a live example ⁓ because you have been, you worked in the UK and then you work, you kind of working here and then you forthcoming, you probably going to Bangalore. There be some good examples where things were changing and you really wanted to know, be the change, anything that you can tell us.
Speaker 1: US So when you were saying that change is happening around me and I wanted to be indulged in it.
Speaker 2: not technically you but you also wanted to be part of that change plus the changes happening you. So you also wanted to start a podcast.
Speaker 1: Yes, no, so I'm just like giving an example. For example, right now, I create content on LinkedIn. That is something I do right now, right? So, now, ⁓ it's not like I'm a content creator only. That is something that I like doing. And also, I work as a product manager. ⁓ And also something ⁓ that, for example, I have always been an athlete. Like I have always played sports since childhood. So I like doing something related to fitness or health in general in a week like 3 to 4 days I need to do something, an aggressive sport or something I need to do. So you know like I feel like problem comes when people start monetizing it. So when people are doing it for interest, it's never questioned that much but when it is done for a monetary aspect then I think these organizations like kind of like pinpointed out and then like question it that this is something that you are doing. apart from the current job. So, you know, they were still doing it, but
Speaker 2: But again the fact is that if you are doing something towards being an Athletic, in any sports event that's a plus plus for any organization because are Snigdha won a gold in such a marathon. So that's a plus point for. I think what we are talking about Moonlighting specifically and I still trying to understand from a Gen Z perspective but you beautifully mentioned that it's more of a concept. Where when we say Moonlighting ⁓ we are actually going to two different directions and both those directions are not related to each other. But moonlighting is that you one direction and two things.
Speaker 1: So, it's suppose I a product manager and I as a freelance consultant You can say these are similar kinds of work but still different organizations. So, this case, definitely anyone needs to check the legal and the ethical way out first. If it's not legal and ethical, it is not a question. But then apart from that, it all comes down to the fact that how okay is the organization and the people around us accepting it as a concept also.
Speaker 2: And which is what Gen Z's are very vocal about.
Speaker 1: Correct. So in US actually this happens. So for example, this happens a lot more as compared to India right now because I feel like I know people who work as freelance consultants while they're doing like full time jobs.
Speaker 2: There, two or three jobs are
Speaker 1: It's on there, minimum. Right? So, I feel like, ⁓ I think that is something so exactly that also comes down to the internet exposure and you know being informed and being like fed so much from the internet that ⁓ it is almost like Gen Z has kind of normalised these things for themselves and now they're trying to normalise it for the crowd as well. That why is it so that it is such a big deal if I'm not doing something wrong to you and I'm doing something out of my passion or interest maybe.
Speaker 2: So Joe, I've spoken to a number of Gen Z's and what I've realised and something that I've learnt for myself as well. One job, one identity has lost its own game. So those older generations, up to millennials were that they 17-18 years in and then retired. Gen Z's are not going that way. So what Gen Z's are going after is their own name and their own identity rather than a job and an identity.
Speaker 1: Yeah. Correct. That's true. I would say, I like the same thing For example, I think, what Bashan used to that you should but you to for half an hour every You have for half an hour. Now playing on our studies? Our intellect is not directly. Our marks are increasing But we lot more from We are staying physically active. Our mood is we are learning team spirit, are becoming confident, we know how to handle negotiations, we learn how to lose. In general, people as adults don't know how to lose. So we learn all of that just by a sport. As Bachchan used to go So there is direct impact on our studies, but is indirect impact. I see it as the same. For example, when I am doing something too technical or like, you know, too structured or data oriented, maybe to keep my mind active or creative, I need to do something that is more creative that actually complements each other. you know, Ice and Gen Z mostly waise hi dekhte hain.
Speaker 2: No, that's true. this should I that's what I also believe in. When you do one constant thing, you get a mental exhaustion. Then you feel that life is That's where you need that break. So it's good that you're an athlete and you go for running and you play other games and you keep yourself engaged because you really need to be physically active to be mentally active to get certain things done. Which I believe. So one more mean considering that we now more getting into a product, into a more human impact kind of a thing. One question that I remember I wanted to ask you is that the entire life so far, was 26 years, I'm sure 4 years of your career, you have done Python, have done SQL, Dashboard, AI or we've been talking lot about it. How Gen Z's are looking from the lens of being a techie but not leaving that human touch. an impact, they are still creating something which has that you win at its core. How you guys are managing that specifically asking you this question because you are a product manager. you make you at the logic, you at the algos, you look at other perspective as well. So, considering UI, UX later on. But, keeping that you know... Data driven clarity that we say, how do you manage all those stuff? And as a product manager at this age, what are those challenges that you face to manage those?
Speaker 1: Yeah, so for I would say that in general early in career looking at data is extremely important because by that time we are not that experience that we can go by intuition for any product or any job, right? Intuition comes from years of experience like you know learning, unlearning and then growing and then you can say when you 10-15 years that I think it work and then you can rely on that gut feeling also. But two years into the job you can't go by your gut feeling. Yes, you have to, you have a lot to learn and data is very very important even for the user aspect you said. I will 100 % consider the users because at the end of the day we the users only. Right, so that is not a question but then ⁓ backing.
Speaker 2: So you have to lot learn.
Speaker 1: It data because I will tell you that now someone says For example, I say, sometimes I can this or any person can that I eat So how much healthy eat? So some it is healthy means 15 out of 30 days, some it is 25 out of 30 days. So the definition is different and what are eating at or ordering healthy, what you So by the data. Like you can say that I am doing this but actually it's your habits and actions and the data that actually tells what you Because know we obviously defend ourselves as humans.
Speaker 2: The behaviour patterns, ⁓ how he is actually working things out in a regular day plus the that we mobile or watch, you measure everything.
Speaker 1: yes yes so we definitely interact
Speaker 2: So do you do any kind of research before that? Yes. So what kind of research is this?
Speaker 1: Yes, user research is proper. they talk to they to know mindset. And to our goal, it's not like if start then the users will their own problems. But then, if I'm a specific thing, suppose we want to capitalize I to like we an EdTech platform and a course, we will some users and ask them if they are or not.
Speaker 2: So, which users do identify?
Speaker 1: So all the users who register on our we all data. So there are a lot of ways to talk to the users. The most organic way is calling them. You ask for their time, if they have time, you discuss. So nothing beats like a normal user call. Because you get know what they want to Because the user is also very confused and they you point. by like you know by how you talk to them. ⁓
Speaker 2: the question that you trying to figure out, you talk to them and you easily find out that you are getting that answer. Correct. So could be not just you one question and you the answer. No, no. But you really have to go all the way around to ask several questions to find that one particular answer.
Speaker 1: So you need to like ask them and then they will not tell it directly because they don't know it from like... And they are not seeing it as a product. are saying we also don't see it right when we wake up. We scroll through our phones. We don't look at WhatsApp as a product. We see we message, we open it message and we leave it. But then someone asking what is it that you bad So it your mind instantly. But you will a little. you your thoughts. So then the other person who trying to like decode it will know what is it that this person is struggling with. know, struggling it with so much that maybe they are not even able to articulate it properly. So then that is something that you can do like you and discuss. Then this is something called as a user feedback also. There are separate ways to do it. Sometimes you send feedback forms like a short feedback. You about the data. Apart from that, sometimes you different features or a campaign. You the traction around Correct. So, you get to that... what is actually working and what not. Suppose a season is a holiday season, that time we a campaign or a feature and suppose it performs, it doesn't perform well. So we will know that maybe, now there many ways to see why it didn't well. Maybe the age demographic was or geographically not good. Maybe the market we targeting. was not right for it or there could be other things for it. So then we will track all of that and buy like so that's why said that the user you get some clarity 100 % but data you can't go anywhere because user says something but most of the times they don't know exactly what their problem is.
Speaker 2: Data is not always dynamically updated. So you really need to know exactly what's going behind a mind of a person who's going to be using this platform in future. So I think human empathy still remains attached.
Speaker 1: 100 % human empathy still remains and will always remain because at the end of the day, it's the people that we're solving the problems for, right? So, for we need to look at from their lens. We can't see that they understand or they understand this platform or something like that. Even don't understand when we users of something. So, I an app and I don't like it, I uninstall So, I don't think that it much effort to So that is something that we definitely need to keep in mind by thinking that user doesn't that time and he structured manner. So you need to frame your thoughts and structure your thoughts so that you can get right insights out of the users.
Speaker 2: Okay, Nikita, I mean think you have such a deep knowledge in last four years that you have gained through and you know the way you wanted to create a certain product and of course, ahead I am sure you have a very bright future. Thank you. Now, considering that I have been meeting a lot of Gen Z's over a period of time and mind blowing, mean to be honest, mean the way they think, the way they execute, everything in different zone. ⁓ Thought leadership has come up which recently I have seen a lot of genzies are there and in fact the conversation that we started this podcast even long before we had those conversations that you really wanted to establish yourself as Snigdha Sharma, a thought leader in the space of product manager which is where you wanted to start your own podcast. how come these, ⁓ you we already spoke about it that the titles doesn't matter, the role doesn't matter, the impact doesn't matter. So how do you feel or think that what I will in this thought leadership that would create an impact and to do that what are researchers or what kind of things that you are collecting with that are you these thoughts that let me get into this thought leadership on being a product manager. And when you answer that question then give me some inferences where Gen Z's different zones because I am sure you have friends beyond product manager as well.
Speaker 1: Hmm. In fact, I'm the only product manager in my friend circle. Although I have friends in tech, but a lot of them are engineers and then I have friends in finance, in law. So I have friends in different sectors. So thought leadership in general, would say, is very much appreciated and will only appreciate in the coming future because I feel when you are a thought leader and how you become a thought leader. You voice your opinions, right?
Speaker 2: But where do you get those opinions voiced? again, a person who 20 years in life, read experience and now he is going and selling out his own experience. You guys have just started the life of a career in a career and 4 years, 5 years and I seeing people are scaling like huge. I that day I saw somebody from South, a kid, he is an AI prodigy. So, an Alpha. Now imagine, where we are talking about Gen Z's, we got an Alpha. So where are you getting this knowledge? Where all information available? Why you on your mobile phone
Speaker 1: Yes, literally. So I feel like on average, they on 4-5 apps For example, they listening to music on Spotify, are sending an email, they scrolling on LinkedIn, they are also checking, texting a message on WhatsApp. So this work going parallel and it's not effort for Gen Z. This is something that is normal. Because, as I told you, you are growing up So this is not an alien concept. you Gen Alpha, so I would like to mention they are like crazy. They will do something that we cannot even think of right now. I I see my niece and nephew, know, they so small and they think that AI and Alexa are a part of the house. They don't know that it's like, you know, a different concept. They are not human because they are growing with it. So AI and like these people, Gen Alpha are growing together. It happened, similar thing happened with us. Internet and Gen Z grew up together.
Speaker 2: Which is why theoretically these termologies have come up and now nobody knows what is Gen Y, Gen X, is Millennials, nobody knew.
Speaker 1: You can any work and even you are putting it consciously, it is subconsciously categorizing storing it, deleting it. It's like a processor, like computer. So it is doing So these opinions are from And now you have talked about how to put it out. There are so many platforms and so many opportunities and options to do it now in today's, like in 2026. People are... so first all, about LinkedIn. LinkedIn is something that I think everybody should be on. Everybody should post on. Like even we connected through LinkedIn. I feel that LinkedIn is something that is a gold mine honestly. Like that is something that people don't even know what it is capable of right now. For example, I feel people monetize on Instagram a lot now. But maybe in 2010 people did not even know about the app. don't know if the app also existed maybe 2015 also people were not making money through Instagram. But now like every second person is doing it. I think in the coming few years LinkedIn will be the same for that. So LinkedIn is something where genuine opinions are appreciated either. something that is you know in like in context to whatever thing you posting or even in opposition of you know whatever you posting. So earlier it used to be like you are voicing so it was seen as negative only. But now it is not Now it seen that first they were brave enough to voice it out. Right, even they know that I negative or I something opposite of what...
Speaker 2: It's a mixed voice.
Speaker 1: ever is going on but now they are not thinking about what four people are thinking or what like for that. So now they are posting it and that opinion is appreciated and that courage is seen. So lot of people are getting collaborations, lot of people are getting opportunities, lot of people are making network through that only because we all are thinking the same thing but there some people who are it openly right. So we relate to that.
Speaker 2: And something else.
Speaker 1: influence. It's a negative and positive influence. But it's like a very fine line. Look, sometimes they both go in extreme. But overall, when you look at it, now there's so much information that if you really want to do something good and impactful, you have a lot of resources, a lot of like platforms where you can voice your opinions, where you can portray yourself as a thought leader. So, when somebody is actually at a position, a partner of a firm. So when they see a person, entry level or like a junior employee working extra hard or know doing something, so they will be able to identify that talent. They will not say that why are you working, why are you doing 10 more things. They will see it as a positive. So anybody who is already an established leader or know established like thinker, product thinker.
Speaker 2: It's more like somebody who knows the value of being somebody to become someone, they would always appreciate it. 100 % And then there's always two sides of the coin. One who would always say, what are you And the other one who very well.
Speaker 1: Yes, because they have, I think done, because they have probably been through all of that and you know like they know, ye hi hota hai, like this is like...
Speaker 2: The things that you saying is about work and growth overall. It doesn't matter which work we talking about. We were job hoppers. We 4 years and left. We 7 years and left. The only ultimate goal was to get stabilized in the job, get the regular money, and keep You guys are boundary less.
Speaker 1: Yes, Okay, I would like to say that Boundaryless, I mean, it's, it is something that you can portray us as but then ⁓ as I said, Gen Z doesn't like take something that they're not comfortable with or they don't agree with for the in the
Speaker 2: So the point is to complete my question, do you have an advice for both the generations? Chalo mere liye advice.
Speaker 1: It thing at that time. When like I think you guys were growing up probably that how career ladder and you know how to like go at the top and like enter like the executive board of a company right. I'm saying today also it is highly respected not denying that. But I'm saying other things are also respected along with it. So it is not the only thing that people are running after. So now they have themselves like become a bit like... I would not like to say backseat but like a bit okay with that, this is not the only race that we running. We can run four more races and then maybe while running those we can figure out that there is something that we value more and according our talents we excel in something more.
Speaker 2: So you can because you are at an age in which Generation Z has been considered. I think millennials have old, they can't run
Speaker 1: Yeah, so I think, so I definitely think with age there are pros and cons that comes along, right? So, now we don't any liability or responsibility. The only responsibility we have is ourselves maybe and then ⁓ obviously responsibility comes with what all you have to with it. So a lot of people are ⁓
Speaker 2: You are very mindful of what you to So think career becomes your primary objective. It doesn't matter how much money you are getting. The ultimate thing is that you getting a satisfaction.
Speaker 1: 100 % so I would not like to say that money doesn't matter. It does. At end of the day, you know, it is a tool through which you can do a lot more in today's economy. So without it, nothing can be possible. But then it is not the only thing that like now Gen Z is running after. So for example, earlier think millennials were job hoppers. So that's they job hopping because they better title, better salary, you know, and then through that...
Speaker 2: There another challenge at that time that if I am a product manager and now I know that there is a stagnancy that I going to hit, I cannot switch to any other.
Speaker 1: ⁓ Yeah, I have heard about this. Yeah, I have heard about this a lot actually from your generation only like when people tell me that I was still starting.
Speaker 2: There was a stigma, reason being that there were not so many learning curves. If you see post, I think, ⁓ in fact more than after Covid, I would rather say it has accelerated. But probably like 2012 or post that, there were trends of learning courses. That you digital marketing, you can something else. I there were so many things. In fact, I digital marketing at same time that if it doesn't happen it will
Speaker 1: Yeah.
Speaker 2: But then I was correlating to my previous organization and the work that I used to do around market research that digital marketing may be required for my work. But then I never thought that digital marketing could be used for some other work.
Speaker 1: yes exactly so what i said you kind of repeated it like you know that i said if something with interest maybe later you find out that this is something that you're really good at and you can actually monetize it and maybe you can add that skill to so until you try Till you don't know. But then earlier it stigma. Like even when I was getting advice, a lot of my mentors are from your age group. So like they are all millennials. So they tell me, they told me that if you this place or this kind of field, then it impossible Or it very difficult Impossible. So nothing is easy. So it difficult.
Speaker 2: Not now, exactly. ⁓
Speaker 1: So it the same experience that actually you guys that it very difficult and it is easy now but now it
Speaker 2: You have courses around, you can put time and... But then, there zeal that we it. There consistency that we to it.
Speaker 1: Look, consistency and hard work, I feel that it is there, like that is something that is there and it will always be there. But then where you hard work, where you consistency, to think thing, you to figure out That is the main thing. And if it is out now, then I feel that is okay because you should try Because I feel like that is a way
Speaker 2: Exactly.
Speaker 1: in which you you really need to do faster by doing 4 things I will explain how for example when you are doing 4 things side by side so that time you are doing things you fail you getting bored in you are performing automatically better but you need to give it time it's like you can explore and it's over so as you said you need to give it enough time like 6 months before I feel you cannot say it boldly that this is working out or this is not working out. So 6 months is a bare minimum, anywhere up to like 1 year, 2 years is where you actually get to know and in you have to that thing daily. So you can do some things on a weekly basis, something on a monthly basis.
Speaker 2: I basically I think that's a testing period to see whether you have the interest or not.
Speaker 1: Yeah, interest also and maybe something happens that your skill set is natural but you don't know. Like I didn't my skill set So a lot of people always tell me that I am really good with communication. I didn't know that. I thought that... Because that thing normal So like some people, I know a lot of people who are like very good like decision makers or like they...
Speaker 2: I'm ready.
Speaker 1: They are someone who will not over think. They will take a decision so quick. But they don't know that they take decisions. So I feel like unless you evaluate yourself and you also push yourself to belong in that room that is uncomfortable or unknown. Only other people will tell you you this that. And then until you don't know yourself. If you know yourself.
Speaker 2: evaluate yourself.
Speaker 1: then you will scale from But until you don't know, you need to be around people who are like you know doing different things, exploring different stuff and this is something Gen Z has because of you people.
Speaker 2: He Z Millennial
Speaker 1: So, this is that you people have us. Yes, so, same thing that you people have not told all
Speaker 2: And we forgot. ⁓ ⁓ Good, it's a lovely talking to you, Sikda. There's a lot many things that we actually uncovered. ⁓ think lack of information was somewhere millennials were actually sitting on. And they found a lot many things in a very hard way. Whereas, I'm not saying you guys are not doing that. The hard part for you guys is a totally different story altogether. Because again, if you your interest and accelerate that's also working things out in your own way. And which is hard. It's easy. So now I'm going to shoot you a quick rapid fire round to see what is the new gen Z of that very fast and how fast it answers. So one metric that you trust the most as a product manager.
Speaker 1: I would say clarity. Clarity in terms of who our users are, what goal are we solving, who is it that we solving for, what is it that we creating. So clarity on anything and everything to start with. Because a lot of like happens because people are like working on different things. know, when like it was being like, you know, discussed originally that we are doing So I think clarity is something that is the most important.
Speaker 2: So late nights for learning or strict boundaries? I'm sure it's nights for learnings because earlier he said that our work and night work during the day.
Speaker 1: No, so for personally, I am somebody who cannot function very late at night. I wake up bit early. But yes, I think ⁓ it's like to each their own, like for that. But for me, feel boundaryless would be something that...
Speaker 2: So no strict boundaries? Build fast and fix later? Yes or no?
Speaker 1: Yes, 100 % yes.
Speaker 2: Millennials taught Gen Z, one thing about work, what is it?
Speaker 1: If. If you were.
Speaker 2: Millennials thought ⁓ Gen Z
Speaker 1: I think that burnout is not a sign of success.
Speaker 2: Nice. Career ladders or career lattice?
Speaker 1: Kalyar Lattice for sure. Seriously? Yes. Why? Why? Because as I said, it gives you diversity, it gives you an option of meeting more people and now a lot like more people are doing more things. So even if you meet like somebody from a different industry or ⁓ you know, like someone from a different like country altogether or you have networking, then they have a completely different story and like ⁓ like you can absorb so much from their learnings, from their journey. So then I feel like in that career or in that domain, like there's always scope. So you're always like a sort of fresher and there's a lot like more to learn. And as you said, that in the career trajectory or career ladders, used to that you were only focusing on like two, three things that were not like really focusing on the main impact, right? So, uski wajah se I would like to say like career lattice is something that I would go for.
Speaker 2: And what is Genji's strength? Speed or sensitivity?
Speaker 1: Sensitivity, 100 % Why? Because there many things which Gen Z is being able to identify, is being able to stay openly and also like say that they are being kind of empathetic to users, to themselves, firstly to themselves. I feel like earlier people not towards the empathetic. They were like yes, 16 hours is I should If I not able what are we doing? Correct. So people are not kind and empathetic towards them. They are not sensitive towards them and they won't understand what is happening. So that is something. Then being sensitive towards your work, towards your health, towards your life in general. So sensitivity is more important and speed comes along with it. When you have that certain type of awareness, then speed comes like naturally, I feel.
Speaker 2: And that ladies and gentlemen brings us to the end of the conversation. This has been one of those conversations that reminds you of something important. Good product thinking hasn't changed, but the context about it has. So whether it has human empathy and how genzies are pursuing human touch to it, it is still relevant at this age. Genzies isn't rejecting hard work, they are questioning why. Because Snigda also said that we why. how and for whom they actually do it. Through this conversation, what stood out to us wasn't just Srik Das, technical depth and product maturity, didn't even talk much In fact, the conversation that we had around how a product being seen from someone who has done four years of work within the product industry knows how empathy, clarity and impact and ownership and intentional growth even at an early stage for her career meant a lot. If moonlighting or generation comparisons, we were redefining how loyalty works. These aren't those threats to work culture as of now, specifically when this upcoming generation is taking the work very seriously. They are signals. Signals that people want to grow faster, learn wider and contribute more meaningful. Without waiting for decades of permission, was usually with millennials, but again, we are not questioning them because One thing was persistent there and another thing is persistent here. was no information, there is abundance. And perhaps that's the real takeaway. Every generation challenges the previous one. That's how progress has always worked upon. So if this episode made you pause, reflect and rethink how you view young product leaders or work itself, do share it with someone who should hear this conversation. And if you're exploring these thoughtful, experience-led discussions, then don't forget to subscribe to the Collaborative Canvas on YouTube, Spotify and Apple Podcasts. Until next time, keep asking better questions because better questions always lead to better decisions. Thank you. Thank you, Sneak.
Speaker 1: Thank you.
Speaker 1: In general, Gen Zs have more exposure to a lot of things by the virtue of the generation that we are born into. want to work, but they don't want people to micromanage them. Most Gen Zs are doing 2-3 jobs at once.
Speaker 2: What if you're working for an organization, can you still do moonlighting?
Speaker 1: If something is not legally or ethically wrong, then it should be doable. more than a career, like more than one career actually helps you grow and makes you more diverse. the user, you get some clarity 100%, but data you can't go anywhere.
Speaker 2: What kind of things that you collecting with, that you these thoughts, let me get into this thought leadership on being a product.
Speaker 1: And LinkedIn is something that is a goldmine on it.
Speaker 2: One metric that you trust the most as a product manager.
Speaker 1: Burnout is not a sign of success.
Speaker 2: What is Genji's strength?
Speaker 1: you
Speaker 2: So every generation enters the workplace with its own questions. Millennials asked for growth, Gen Z is asking for meaning, autonomy and impact, often all at once. Welcome to the Collaborative Canvas. Today's conversation sits at a fascinating intersection between product thinking, generational shifts and the changing relationship we have with the work itself. My guest today is Nigdha Sharma, a 26-year-old product manager working across AI, data and consumer products. But this episode isn't about age as a number. It's about how early exposure, faster learning cycles, and a more open world are shaping a very different kind of a product leader these days. Cigna has worked across consulting, cosmetics, and data platforms, building user-centric products while blending engineering, analytics, and empathy. And like many other Gen Zs, she represents a generation that's comfortable questioning old definition of the loyalty. openly discussing moonlighting and measuring success beyond just titles. So in this episode, we have a lot to explore of which I will have one millennial question to a Gen Z at the end of the episode. So tune in if you're either of them and I'd love to hear from you on the comments below as to what's your opinion on that. And let's begin. Welcome, Snigdha.
Speaker 1: Hi, thank you so much.
Speaker 2: So for people to know who is Nikita.
Speaker 1: So I'm Snigdha. I'm an associate product manager right now and I've worked across consulting, analytics, product. like in general, my career has been in the tech side. I've always been like a student who has been fascinated by science and technology. So that's 100 % my forte. But then while growing up, I was also fascinated by the business side to get to know how businesses work, how products work in general. So you can say I'm someone who works at the intersection of tech and business.
Speaker 2: Which gives me to the first question in itself that at the age of 26, you are very enthusiastic about doing almost everything, being a product manager as well. product managers, specifically Gen Zs, they have a different learning style altogether. The way millennials or the older generations have hard way in its own way, they have learned it. You have it a different way. You don't talk about roles, you talk about impact as what I mentioned. So tell me something, what do you think these young product managers have in them which older generations have a hard way to learn and they're learning it very fast? Is it because of the internet era that we were into the transition phase where you bond with the internet or is it something else?
Speaker 1: So I would like to say that firstly, it was definitely how we grew up. We grew up with cell phones. I had cell phones when I 9 or 10 years I started exploring apps, browsing through the phones and exploring products in general at a very young age. And then in general, gen Zs have more exposure to a lot of things by the virtue of the generation that we are born into. And also, This was something that we saw what was happening with the Millennials in terms of work. I know a lot of people who were like, know, given that, okay, this is your responsibility and you need to do this. And people were doing this, but then still, it much impact in their personal growth also, or maybe, you know, for whoever they were working for. So they were very like role focused or like what they need to do or what they need to like fulfill in terms of duty or the role that they were given. But then now I feel like we were always like we grew up seeing that. So when once we like were exposed to like the actual work work culture ourselves, we had already cleared that if if we're not doing something impactful, why are we doing it at all? there is a thing like Gen Z, which I think can be like two ends of the spectrum, that it can be too good or like too bad also, I feel. because a lot of people say that nothing happening so some people obviously refrain too soon and then they say that working or they are impacting so then they don't work on the product or whatever they are working on too early also but then it can go on the extreme end also. When they are only working to achieve something or some outcome they go crazy for it. So then we don't have to to about this. Then we 16 hours. But then need know the why and what it is, what impact it drawing. As compared to the previous generation, so I feel like a Gen Z who is at an entry level also in a firm would want that there some impact of Not that his
Speaker 2: Where this mindset from? You are learning ⁓
Speaker 1: Yeah, so I feel like more than conscious, it's very subconscious ⁓ drive, as I told you, because we saw that earlier this not happening. Like, know, maybe so when we were hearing from people about their work experiences, about what they were doing in their offices for their careers, so that time, maybe it was So it happens that you put a boundary on so like people are like... they can rebel to it, right? They want to do something opposite. So I think subconsciously he, Gen Z are working towards it more than consciously I would say. Obviously like after some point when you start seeing patterns, you take conscious decisions that ⁓ we are doing this because ⁓ like you know, maybe impact. and then you start like, you know, growing in that area. But then before like for example, if I a fresher, then I don't know how I can work in the office right So that time, I will only do what is natural to me. But naturally, drive is I think because A, we were exposed to so much stuff like in comparison to what millennials were exposed to. Like we were literally born with the internet. in it said that internet was born and even like Gen Z's were like growing up at that time. So it was like a lot of information exposure, unwanted definitely. It wasn't something that we were doing consciously. It was but that is normal to us, is what I am saying and maybe that drives it.
Speaker 2: What we trying to do here is basically we decoding a Gen mindset. ⁓ Srinika is a product manager and she worked across different industries. So we wanted to understand that the other generation specifically, the way they used to work and the way you guys are working, there's definitely a shift of mindset. And the two points that you mentioned that you a zeal behind why you're doing it. And secondly, you've been exposed to a very unwanted or not so unwanted, but still exposed to a lot of information at the same time, which Millelion ⁓ But considering that you work in a corporate environment and you worked outside of India as well. You have seen two sides of the people and two sides of the business and the two sides of the operations overall. As a Gen Z, you worked with, of course, within your organization with lot of millions and other generations as well. And they have a set pattern of doing certain things. And you guys have broken that notion that you this pattern. Why?
Speaker 1: I feel that Gen Z in general has become very open and vocal about what their opinions are, what they feel like doing and what they want to do. So I feel that's why constraining them will only do more harm than good.
Speaker 2: So you are still saying that if we tied, they will It the millennials too. We got freedom then too. We were
Speaker 1: Exactly. ⁓ No, no, but then you still working. Nowadays, is like, one Gen Z is that they have to work, but they don't want people to micromanage them. That you tell me, if something needs to get delivered, then... the focus either should be outcome or the process. It can't be both for Gen Z. So earlier it used to be like that people were obviously tracked for the process of what you're doing on a weekly basis and also the result. But for Gen Z, it's like either you should care enough for the process or for the impact. It's on you. And mostly it's for the impact because everyone has a different way working. There some people who the same work 4 hours. There some people who to and also it also comes from the fact that most Gen Z's are not only doing one job. Most Gen Z's are doing 2 to 3 jobs at once. So, if you tell me that you have to do this work in X amount of time and in like you know this much amount of hours. Now that time, I other important that I am so I can't do it, right? So I that process to but I you result. You tell me that you want this tomorrow 12 o'clock, then I will do it. Maybe I night, but I will do it. So that also happens that a lot of Gen Z's are doing a lot more than just focusing on one career trajectory right now.
Speaker 2: And the organizations are okay with that. As much as I know Moonlighting is still not a good phase in our industry but Gen Z's are overruling that, they changing it. So lot of people who do freelancing, it's good to them. So if you in a consultative approach you work with one company, you work with other company and nobody has the same problem. Unless and until they ⁓ belong to the same industry or for that matter they are the... competitors to each other, then maybe that would challenge for too. 100%. But if you doing moonlighting or in a consultative approach, then it is okay. What if you working for an organization, can you still do moonlighting?
Speaker 1: So we need to understand moonlining as a concept. I feel like if I'm working at an organization or at a corporate firm and if I also start applying or start working for another corporate firm that's a competitor of my first firm, then that is 100 % not ethical, not legal. So I'm not talking about that. I'm talking about, for example, if somebody is an investment banker and investment banker by the day and if they are a writer by the night or if they are like a runner by the weekend. So that is something that Gen Z is embracing and I understand it as a concept of you can see, we were not told that
Speaker 2: But that then it is not moonlighting.
Speaker 1: But still it is a career, So, now has happened that when you talk about multiple careers, I am talking about multiple careers running at the same time. So, if something is not legally or ethically wrong, then it should be doable and it's still gaining normalcy in today's world. I not saying it's still normal. It is still gaining normalcy.
Speaker 2: I think and I probably ask you guys, you can probably write it down in the comment but according moonlighting is not yet a thing. mean unless and until see, if I am a product manager, I know my capabilities. I can do something for the digital SaaS product or just like we about while ago, for a normal product as well. So that's my capability, that's my competency, that's how I build up myself as a career. Now if I to another career, that doesn't... Now I am a podcaster, that's another career. But it has no relation with the other thing which I am doing. So for me, understanding that mindset where the lack of loyalty versus or curiosity that we talk about in Gen Z, I wanted to understand from you, how open are you discussing these with your current organization? Because they see you as an employee. as somebody who is taking care of their work, being a product manager or anybody else and then you really wanted to live your own passion as well and then today's dynamic market in which you work 9 hours or 12 hours and they have been saying that we should do 17 hours a day doesn't matter right? So if you really need to get certain work done how are you guys making that mindset that I should follow this and that and my organization should not have a problem.
Speaker 1: So definitely, I think no employee goes to their organized like, you know, their employer and says, ki hum ye bhi kar rahe hain aya saath mein. Like, definitely when they are asked or like, you know, if you come like, ⁓ like if you show some curiosity, maybe and if you come across maybe, for example, if I'm a product manager and if I'm also a podcaster and if somebody comes across my podcast, then they will know that I am doing this on the side, right? Unless that they will not know. And it all comes down to the trust factor and also ⁓ legality. If legally that thing, that organisation's or any of work which confidential is out through And if I am delivering my results to the organisation then that shouldn't ideally ⁓ like you know, be a problem. Correct. And that is what I am trying to explain that I feel having more than a career, like more than one career actually helps you grow and makes you more diverse. So that is what I was referring to.
Speaker 2: So Srinikna, I am sure you a live example ⁓ because you have been, you worked in the UK and then you work, you kind of working here and then you forthcoming, you probably going to Bangalore. There be some good examples where things were changing and you really wanted to know, be the change, anything that you can tell us.
Speaker 1: US So when you were saying that change is happening around me and I wanted to be indulged in it.
Speaker 2: not technically you but you also wanted to be part of that change plus the changes happening you. So you also wanted to start a podcast.
Speaker 1: Yes, no, so I'm just like giving an example. For example, right now, I create content on LinkedIn. That is something I do right now, right? So, now, ⁓ it's not like I'm a content creator only. That is something that I like doing. And also, I work as a product manager. ⁓ And also something ⁓ that, for example, I have always been an athlete. Like I have always played sports since childhood. So I like doing something related to fitness or health in general in a week like 3 to 4 days I need to do something, an aggressive sport or something I need to do. So you know like I feel like problem comes when people start monetizing it. So when people are doing it for interest, it's never questioned that much but when it is done for a monetary aspect then I think these organizations like kind of like pinpointed out and then like question it that this is something that you are doing. apart from the current job. So, you know, they were still doing it, but
Speaker 2: But again the fact is that if you are doing something towards being an Athletic, in any sports event that's a plus plus for any organization because are Snigdha won a gold in such a marathon. So that's a plus point for. I think what we are talking about Moonlighting specifically and I still trying to understand from a Gen Z perspective but you beautifully mentioned that it's more of a concept. Where when we say Moonlighting ⁓ we are actually going to two different directions and both those directions are not related to each other. But moonlighting is that you one direction and two things.
Speaker 1: So, it's suppose I a product manager and I as a freelance consultant You can say these are similar kinds of work but still different organizations. So, this case, definitely anyone needs to check the legal and the ethical way out first. If it's not legal and ethical, it is not a question. But then apart from that, it all comes down to the fact that how okay is the organization and the people around us accepting it as a concept also.
Speaker 2: And which is what Gen Z's are very vocal about.
Speaker 1: Correct. So in US actually this happens. So for example, this happens a lot more as compared to India right now because I feel like I know people who work as freelance consultants while they're doing like full time jobs.
Speaker 2: There, two or three jobs are
Speaker 1: It's on there, minimum. Right? So, I feel like, ⁓ I think that is something so exactly that also comes down to the internet exposure and you know being informed and being like fed so much from the internet that ⁓ it is almost like Gen Z has kind of normalised these things for themselves and now they're trying to normalise it for the crowd as well. That why is it so that it is such a big deal if I'm not doing something wrong to you and I'm doing something out of my passion or interest maybe.
Speaker 2: So Joe, I've spoken to a number of Gen Z's and what I've realised and something that I've learnt for myself as well. One job, one identity has lost its own game. So those older generations, up to millennials were that they 17-18 years in and then retired. Gen Z's are not going that way. So what Gen Z's are going after is their own name and their own identity rather than a job and an identity.
Speaker 1: Yeah. Correct. That's true. I would say, I like the same thing For example, I think, what Bashan used to that you should but you to for half an hour every You have for half an hour. Now playing on our studies? Our intellect is not directly. Our marks are increasing But we lot more from We are staying physically active. Our mood is we are learning team spirit, are becoming confident, we know how to handle negotiations, we learn how to lose. In general, people as adults don't know how to lose. So we learn all of that just by a sport. As Bachchan used to go So there is direct impact on our studies, but is indirect impact. I see it as the same. For example, when I am doing something too technical or like, you know, too structured or data oriented, maybe to keep my mind active or creative, I need to do something that is more creative that actually complements each other. you know, Ice and Gen Z mostly waise hi dekhte hain.
Speaker 2: No, that's true. this should I that's what I also believe in. When you do one constant thing, you get a mental exhaustion. Then you feel that life is That's where you need that break. So it's good that you're an athlete and you go for running and you play other games and you keep yourself engaged because you really need to be physically active to be mentally active to get certain things done. Which I believe. So one more mean considering that we now more getting into a product, into a more human impact kind of a thing. One question that I remember I wanted to ask you is that the entire life so far, was 26 years, I'm sure 4 years of your career, you have done Python, have done SQL, Dashboard, AI or we've been talking lot about it. How Gen Z's are looking from the lens of being a techie but not leaving that human touch. an impact, they are still creating something which has that you win at its core. How you guys are managing that specifically asking you this question because you are a product manager. you make you at the logic, you at the algos, you look at other perspective as well. So, considering UI, UX later on. But, keeping that you know... Data driven clarity that we say, how do you manage all those stuff? And as a product manager at this age, what are those challenges that you face to manage those?
Speaker 1: Yeah, so for I would say that in general early in career looking at data is extremely important because by that time we are not that experience that we can go by intuition for any product or any job, right? Intuition comes from years of experience like you know learning, unlearning and then growing and then you can say when you 10-15 years that I think it work and then you can rely on that gut feeling also. But two years into the job you can't go by your gut feeling. Yes, you have to, you have a lot to learn and data is very very important even for the user aspect you said. I will 100 % consider the users because at the end of the day we the users only. Right, so that is not a question but then ⁓ backing.
Speaker 2: So you have to lot learn.
Speaker 1: It data because I will tell you that now someone says For example, I say, sometimes I can this or any person can that I eat So how much healthy eat? So some it is healthy means 15 out of 30 days, some it is 25 out of 30 days. So the definition is different and what are eating at or ordering healthy, what you So by the data. Like you can say that I am doing this but actually it's your habits and actions and the data that actually tells what you Because know we obviously defend ourselves as humans.
Speaker 2: The behaviour patterns, ⁓ how he is actually working things out in a regular day plus the that we mobile or watch, you measure everything.
Speaker 1: yes yes so we definitely interact
Speaker 2: So do you do any kind of research before that? Yes. So what kind of research is this?
Speaker 1: Yes, user research is proper. they talk to they to know mindset. And to our goal, it's not like if start then the users will their own problems. But then, if I'm a specific thing, suppose we want to capitalize I to like we an EdTech platform and a course, we will some users and ask them if they are or not.
Speaker 2: So, which users do identify?
Speaker 1: So all the users who register on our we all data. So there are a lot of ways to talk to the users. The most organic way is calling them. You ask for their time, if they have time, you discuss. So nothing beats like a normal user call. Because you get know what they want to Because the user is also very confused and they you point. by like you know by how you talk to them. ⁓
Speaker 2: the question that you trying to figure out, you talk to them and you easily find out that you are getting that answer. Correct. So could be not just you one question and you the answer. No, no. But you really have to go all the way around to ask several questions to find that one particular answer.
Speaker 1: So you need to like ask them and then they will not tell it directly because they don't know it from like... And they are not seeing it as a product. are saying we also don't see it right when we wake up. We scroll through our phones. We don't look at WhatsApp as a product. We see we message, we open it message and we leave it. But then someone asking what is it that you bad So it your mind instantly. But you will a little. you your thoughts. So then the other person who trying to like decode it will know what is it that this person is struggling with. know, struggling it with so much that maybe they are not even able to articulate it properly. So then that is something that you can do like you and discuss. Then this is something called as a user feedback also. There are separate ways to do it. Sometimes you send feedback forms like a short feedback. You about the data. Apart from that, sometimes you different features or a campaign. You the traction around Correct. So, you get to that... what is actually working and what not. Suppose a season is a holiday season, that time we a campaign or a feature and suppose it performs, it doesn't perform well. So we will know that maybe, now there many ways to see why it didn't well. Maybe the age demographic was or geographically not good. Maybe the market we targeting. was not right for it or there could be other things for it. So then we will track all of that and buy like so that's why said that the user you get some clarity 100 % but data you can't go anywhere because user says something but most of the times they don't know exactly what their problem is.
Speaker 2: Data is not always dynamically updated. So you really need to know exactly what's going behind a mind of a person who's going to be using this platform in future. So I think human empathy still remains attached.
Speaker 1: 100 % human empathy still remains and will always remain because at the end of the day, it's the people that we're solving the problems for, right? So, for we need to look at from their lens. We can't see that they understand or they understand this platform or something like that. Even don't understand when we users of something. So, I an app and I don't like it, I uninstall So, I don't think that it much effort to So that is something that we definitely need to keep in mind by thinking that user doesn't that time and he structured manner. So you need to frame your thoughts and structure your thoughts so that you can get right insights out of the users.
Speaker 2: Okay, Nikita, I mean think you have such a deep knowledge in last four years that you have gained through and you know the way you wanted to create a certain product and of course, ahead I am sure you have a very bright future. Thank you. Now, considering that I have been meeting a lot of Gen Z's over a period of time and mind blowing, mean to be honest, mean the way they think, the way they execute, everything in different zone. ⁓ Thought leadership has come up which recently I have seen a lot of genzies are there and in fact the conversation that we started this podcast even long before we had those conversations that you really wanted to establish yourself as Snigdha Sharma, a thought leader in the space of product manager which is where you wanted to start your own podcast. how come these, ⁓ you we already spoke about it that the titles doesn't matter, the role doesn't matter, the impact doesn't matter. So how do you feel or think that what I will in this thought leadership that would create an impact and to do that what are researchers or what kind of things that you are collecting with that are you these thoughts that let me get into this thought leadership on being a product manager. And when you answer that question then give me some inferences where Gen Z's different zones because I am sure you have friends beyond product manager as well.
Speaker 1: Hmm. In fact, I'm the only product manager in my friend circle. Although I have friends in tech, but a lot of them are engineers and then I have friends in finance, in law. So I have friends in different sectors. So thought leadership in general, would say, is very much appreciated and will only appreciate in the coming future because I feel when you are a thought leader and how you become a thought leader. You voice your opinions, right?
Speaker 2: But where do you get those opinions voiced? again, a person who 20 years in life, read experience and now he is going and selling out his own experience. You guys have just started the life of a career in a career and 4 years, 5 years and I seeing people are scaling like huge. I that day I saw somebody from South, a kid, he is an AI prodigy. So, an Alpha. Now imagine, where we are talking about Gen Z's, we got an Alpha. So where are you getting this knowledge? Where all information available? Why you on your mobile phone
Speaker 1: Yes, literally. So I feel like on average, they on 4-5 apps For example, they listening to music on Spotify, are sending an email, they scrolling on LinkedIn, they are also checking, texting a message on WhatsApp. So this work going parallel and it's not effort for Gen Z. This is something that is normal. Because, as I told you, you are growing up So this is not an alien concept. you Gen Alpha, so I would like to mention they are like crazy. They will do something that we cannot even think of right now. I I see my niece and nephew, know, they so small and they think that AI and Alexa are a part of the house. They don't know that it's like, you know, a different concept. They are not human because they are growing with it. So AI and like these people, Gen Alpha are growing together. It happened, similar thing happened with us. Internet and Gen Z grew up together.
Speaker 2: Which is why theoretically these termologies have come up and now nobody knows what is Gen Y, Gen X, is Millennials, nobody knew.
Speaker 1: You can any work and even you are putting it consciously, it is subconsciously categorizing storing it, deleting it. It's like a processor, like computer. So it is doing So these opinions are from And now you have talked about how to put it out. There are so many platforms and so many opportunities and options to do it now in today's, like in 2026. People are... so first all, about LinkedIn. LinkedIn is something that I think everybody should be on. Everybody should post on. Like even we connected through LinkedIn. I feel that LinkedIn is something that is a gold mine honestly. Like that is something that people don't even know what it is capable of right now. For example, I feel people monetize on Instagram a lot now. But maybe in 2010 people did not even know about the app. don't know if the app also existed maybe 2015 also people were not making money through Instagram. But now like every second person is doing it. I think in the coming few years LinkedIn will be the same for that. So LinkedIn is something where genuine opinions are appreciated either. something that is you know in like in context to whatever thing you posting or even in opposition of you know whatever you posting. So earlier it used to be like you are voicing so it was seen as negative only. But now it is not Now it seen that first they were brave enough to voice it out. Right, even they know that I negative or I something opposite of what...
Speaker 2: It's a mixed voice.
Speaker 1: ever is going on but now they are not thinking about what four people are thinking or what like for that. So now they are posting it and that opinion is appreciated and that courage is seen. So lot of people are getting collaborations, lot of people are getting opportunities, lot of people are making network through that only because we all are thinking the same thing but there some people who are it openly right. So we relate to that.
Speaker 2: And something else.
Speaker 1: influence. It's a negative and positive influence. But it's like a very fine line. Look, sometimes they both go in extreme. But overall, when you look at it, now there's so much information that if you really want to do something good and impactful, you have a lot of resources, a lot of like platforms where you can voice your opinions, where you can portray yourself as a thought leader. So, when somebody is actually at a position, a partner of a firm. So when they see a person, entry level or like a junior employee working extra hard or know doing something, so they will be able to identify that talent. They will not say that why are you working, why are you doing 10 more things. They will see it as a positive. So anybody who is already an established leader or know established like thinker, product thinker.
Speaker 2: It's more like somebody who knows the value of being somebody to become someone, they would always appreciate it. 100 % And then there's always two sides of the coin. One who would always say, what are you And the other one who very well.
Speaker 1: Yes, because they have, I think done, because they have probably been through all of that and you know like they know, ye hi hota hai, like this is like...
Speaker 2: The things that you saying is about work and growth overall. It doesn't matter which work we talking about. We were job hoppers. We 4 years and left. We 7 years and left. The only ultimate goal was to get stabilized in the job, get the regular money, and keep You guys are boundary less.
Speaker 1: Yes, Okay, I would like to say that Boundaryless, I mean, it's, it is something that you can portray us as but then ⁓ as I said, Gen Z doesn't like take something that they're not comfortable with or they don't agree with for the in the
Speaker 2: So the point is to complete my question, do you have an advice for both the generations? Chalo mere liye advice.
Speaker 1: It thing at that time. When like I think you guys were growing up probably that how career ladder and you know how to like go at the top and like enter like the executive board of a company right. I'm saying today also it is highly respected not denying that. But I'm saying other things are also respected along with it. So it is not the only thing that people are running after. So now they have themselves like become a bit like... I would not like to say backseat but like a bit okay with that, this is not the only race that we running. We can run four more races and then maybe while running those we can figure out that there is something that we value more and according our talents we excel in something more.
Speaker 2: So you can because you are at an age in which Generation Z has been considered. I think millennials have old, they can't run
Speaker 1: Yeah, so I think, so I definitely think with age there are pros and cons that comes along, right? So, now we don't any liability or responsibility. The only responsibility we have is ourselves maybe and then ⁓ obviously responsibility comes with what all you have to with it. So a lot of people are ⁓
Speaker 2: You are very mindful of what you to So think career becomes your primary objective. It doesn't matter how much money you are getting. The ultimate thing is that you getting a satisfaction.
Speaker 1: 100 % so I would not like to say that money doesn't matter. It does. At end of the day, you know, it is a tool through which you can do a lot more in today's economy. So without it, nothing can be possible. But then it is not the only thing that like now Gen Z is running after. So for example, earlier think millennials were job hoppers. So that's they job hopping because they better title, better salary, you know, and then through that...
Speaker 2: There another challenge at that time that if I am a product manager and now I know that there is a stagnancy that I going to hit, I cannot switch to any other.
Speaker 1: ⁓ Yeah, I have heard about this. Yeah, I have heard about this a lot actually from your generation only like when people tell me that I was still starting.
Speaker 2: There was a stigma, reason being that there were not so many learning curves. If you see post, I think, ⁓ in fact more than after Covid, I would rather say it has accelerated. But probably like 2012 or post that, there were trends of learning courses. That you digital marketing, you can something else. I there were so many things. In fact, I digital marketing at same time that if it doesn't happen it will
Speaker 1: Yeah.
Speaker 2: But then I was correlating to my previous organization and the work that I used to do around market research that digital marketing may be required for my work. But then I never thought that digital marketing could be used for some other work.
Speaker 1: yes exactly so what i said you kind of repeated it like you know that i said if something with interest maybe later you find out that this is something that you're really good at and you can actually monetize it and maybe you can add that skill to so until you try Till you don't know. But then earlier it stigma. Like even when I was getting advice, a lot of my mentors are from your age group. So like they are all millennials. So they tell me, they told me that if you this place or this kind of field, then it impossible Or it very difficult Impossible. So nothing is easy. So it difficult.
Speaker 2: Not now, exactly. ⁓
Speaker 1: So it the same experience that actually you guys that it very difficult and it is easy now but now it
Speaker 2: You have courses around, you can put time and... But then, there zeal that we it. There consistency that we to it.
Speaker 1: Look, consistency and hard work, I feel that it is there, like that is something that is there and it will always be there. But then where you hard work, where you consistency, to think thing, you to figure out That is the main thing. And if it is out now, then I feel that is okay because you should try Because I feel like that is a way
Speaker 2: Exactly.
Speaker 1: in which you you really need to do faster by doing 4 things I will explain how for example when you are doing 4 things side by side so that time you are doing things you fail you getting bored in you are performing automatically better but you need to give it time it's like you can explore and it's over so as you said you need to give it enough time like 6 months before I feel you cannot say it boldly that this is working out or this is not working out. So 6 months is a bare minimum, anywhere up to like 1 year, 2 years is where you actually get to know and in you have to that thing daily. So you can do some things on a weekly basis, something on a monthly basis.
Speaker 2: I basically I think that's a testing period to see whether you have the interest or not.
Speaker 1: Yeah, interest also and maybe something happens that your skill set is natural but you don't know. Like I didn't my skill set So a lot of people always tell me that I am really good with communication. I didn't know that. I thought that... Because that thing normal So like some people, I know a lot of people who are like very good like decision makers or like they...
Speaker 2: I'm ready.
Speaker 1: They are someone who will not over think. They will take a decision so quick. But they don't know that they take decisions. So I feel like unless you evaluate yourself and you also push yourself to belong in that room that is uncomfortable or unknown. Only other people will tell you you this that. And then until you don't know yourself. If you know yourself.
Speaker 2: evaluate yourself.
Speaker 1: then you will scale from But until you don't know, you need to be around people who are like you know doing different things, exploring different stuff and this is something Gen Z has because of you people.
Speaker 2: He Z Millennial
Speaker 1: So, this is that you people have us. Yes, so, same thing that you people have not told all
Speaker 2: And we forgot. ⁓ ⁓ Good, it's a lovely talking to you, Sikda. There's a lot many things that we actually uncovered. ⁓ think lack of information was somewhere millennials were actually sitting on. And they found a lot many things in a very hard way. Whereas, I'm not saying you guys are not doing that. The hard part for you guys is a totally different story altogether. Because again, if you your interest and accelerate that's also working things out in your own way. And which is hard. It's easy. So now I'm going to shoot you a quick rapid fire round to see what is the new gen Z of that very fast and how fast it answers. So one metric that you trust the most as a product manager.
Speaker 1: I would say clarity. Clarity in terms of who our users are, what goal are we solving, who is it that we solving for, what is it that we creating. So clarity on anything and everything to start with. Because a lot of like happens because people are like working on different things. know, when like it was being like, you know, discussed originally that we are doing So I think clarity is something that is the most important.
Speaker 2: So late nights for learning or strict boundaries? I'm sure it's nights for learnings because earlier he said that our work and night work during the day.
Speaker 1: No, so for personally, I am somebody who cannot function very late at night. I wake up bit early. But yes, I think ⁓ it's like to each their own, like for that. But for me, feel boundaryless would be something that...
Speaker 2: So no strict boundaries? Build fast and fix later? Yes or no?
Speaker 1: Yes, 100 % yes.
Speaker 2: Millennials taught Gen Z, one thing about work, what is it?
Speaker 1: If. If you were.
Speaker 2: Millennials thought ⁓ Gen Z
Speaker 1: I think that burnout is not a sign of success.
Speaker 2: Nice. Career ladders or career lattice?
Speaker 1: Kalyar Lattice for sure. Seriously? Yes. Why? Why? Because as I said, it gives you diversity, it gives you an option of meeting more people and now a lot like more people are doing more things. So even if you meet like somebody from a different industry or ⁓ you know, like someone from a different like country altogether or you have networking, then they have a completely different story and like ⁓ like you can absorb so much from their learnings, from their journey. So then I feel like in that career or in that domain, like there's always scope. So you're always like a sort of fresher and there's a lot like more to learn. And as you said, that in the career trajectory or career ladders, used to that you were only focusing on like two, three things that were not like really focusing on the main impact, right? So, uski wajah se I would like to say like career lattice is something that I would go for.
Speaker 2: And what is Genji's strength? Speed or sensitivity?
Speaker 1: Sensitivity, 100 % Why? Because there many things which Gen Z is being able to identify, is being able to stay openly and also like say that they are being kind of empathetic to users, to themselves, firstly to themselves. I feel like earlier people not towards the empathetic. They were like yes, 16 hours is I should If I not able what are we doing? Correct. So people are not kind and empathetic towards them. They are not sensitive towards them and they won't understand what is happening. So that is something. Then being sensitive towards your work, towards your health, towards your life in general. So sensitivity is more important and speed comes along with it. When you have that certain type of awareness, then speed comes like naturally, I feel.
Speaker 2: And that ladies and gentlemen brings us to the end of the conversation. This has been one of those conversations that reminds you of something important. Good product thinking hasn't changed, but the context about it has. So whether it has human empathy and how genzies are pursuing human touch to it, it is still relevant at this age. Genzies isn't rejecting hard work, they are questioning why. Because Snigda also said that we why. how and for whom they actually do it. Through this conversation, what stood out to us wasn't just Srik Das, technical depth and product maturity, didn't even talk much In fact, the conversation that we had around how a product being seen from someone who has done four years of work within the product industry knows how empathy, clarity and impact and ownership and intentional growth even at an early stage for her career meant a lot. If moonlighting or generation comparisons, we were redefining how loyalty works. These aren't those threats to work culture as of now, specifically when this upcoming generation is taking the work very seriously. They are signals. Signals that people want to grow faster, learn wider and contribute more meaningful. Without waiting for decades of permission, was usually with millennials, but again, we are not questioning them because One thing was persistent there and another thing is persistent here. was no information, there is abundance. And perhaps that's the real takeaway. Every generation challenges the previous one. That's how progress has always worked upon. So if this episode made you pause, reflect and rethink how you view young product leaders or work itself, do share it with someone who should hear this conversation. And if you're exploring these thoughtful, experience-led discussions, then don't forget to subscribe to the Collaborative Canvas on YouTube, Spotify and Apple Podcasts. Until next time, keep asking better questions because better questions always lead to better decisions. Thank you. Thank you, Sneak.
Speaker 1: Thank you.
