LinkedIn·Product Manager·Onsite - Product Sense / Strategy·Senior

Senior

Jun 2026

Summary

Product strategy question for LinkedIn, just the one question about whether they should build a video conferencing tool. Pretty open-ended, no clear right answer, which made it both interesting and stressful.

Questions Asked (1)

Should LinkedIn build and launch its own video conferencing platform?

Product StrategyProduct Sense & IdeationPricing & Monetization

Author's notes

I went straight to competitive landscape and probably spent too long on Zoom and Teams before actually thinking about what LinkedIn users would even want from a video product.

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AI HintsAI Generated

Suggested Approach

Start by clarifying LinkedIn's mission and strategic goals, then evaluate whether video conferencing aligns with its core value proposition of professional networking and career development. Assess market opportunity, competitive landscape, and LinkedIn's unique assets (e.g., professional graph, integration with profiles and events) to determine if building is viable. Conclude with a recommendation based on strategic fit, differentiation, and ROI, considering build vs. partner options.

Pro tip: Frame the decision around LinkedIn's 'professional context' advantage—video conferencing is a feature, not a standalone product, and LinkedIn's differentiation lies in integrating it with professional identity, networking, and learning. Avoid getting lost in feature parity with Zoom; focus on unique value creation.

1. Clarify Objectives & Strategic Fit

Restate LinkedIn's mission and ask clarifying questions about goals (e.g., increase engagement, monetization, competitive response). Evaluate if video conferencing aligns with LinkedIn's core strengths and long-term vision.

2. Assess Market & User Needs

Analyze the video conferencing market size, growth, and competition (Zoom, Teams, Google Meet). Identify unmet needs of LinkedIn's user base (e.g., professionals, recruiters, learners) that current solutions don't address.

3. Leverage LinkedIn's Unique Assets

Identify LinkedIn's differentiators: professional graph, verified identities, integration with profiles, jobs, events, and LinkedIn Learning. Consider how these could create a differentiated video experience (e.g., seamless scheduling with networking, in-call profile insights).

4. Evaluate Build vs. Partner & Monetization

Weigh the costs and risks of building a platform from scratch against partnering with or acquiring an existing solution. Explore monetization models (e.g., premium features, ads, enterprise subscriptions) and their alignment with LinkedIn's business model.

5. Recommend & Outline Next Steps

Synthesize findings into a clear recommendation (yes/no/conditional) with rationale. If yes, outline a phased approach (MVP, pilot, scale) and success metrics; if no, suggest alternative strategies (e.g., deep integration with existing platforms).

Key Points to Mention

LinkedIn's mission to connect professionals and its existing ecosystem (profiles, jobs, learning, events) as a foundation for video.
Competitive landscape: Zoom, Microsoft Teams, Google Meet dominate; differentiation is critical to avoid commoditization.
Unique value proposition: leveraging the professional graph for context-aware meetings, networking, and recruiting.
Build vs. buy/partner trade-offs: time-to-market, cost, and focus on core competencies.
Monetization opportunities: premium subscriptions, enterprise solutions, and advertising within professional video contexts.
Potential risks: distraction from core business, privacy concerns, and user adoption challenges.

AI-generated suggestions, not part of the candidate's original notes. May be inaccurate — verify before relying on them.