Marvel’s Infinity Saga: A Master Class in Product Management
For many years, a curiosity has lingered in my mind, drawing connections between my professional life and an unlikely exemplar of product management excellence - the Marvel Cinematic Universe (MCU). As a budding product professional in Detroit, I shared an apartment with a roommate who was deeply immersed in the world of the MCU. He would eagerly share updates about the Marvel Roadmap, an intriguing concept that, whether I initially cared to admit or not, started to resonate with me on a professional level.
In the beginning, I failed to see the similarities. It appeared to me as just a timeline, a clever marketing gimmick to keep the audiences hooked. However, as time passed and I gained more experience in the field of product management, I started to perceive the depth and strategic thought behind it. What once seemed like a mere promotional strategy, eventually emerged as an intricate blueprint for product execution.
After much deliberation and years of synthesizing my thoughts, I've arrived at this conclusion: The MCU's Infinity Saga is more than just an epic narrative arc. It's a textbook example of superb product management. And yes, it's a 'marvel' at that!
The Infinity Saga
The MCU Infinity Saga represents one of the most ambitious undertakings in movie history—an interconnected universe spanning over twenty movies. Each film, akin to a product, and the entire MCU, akin to a product line, exemplify principles integral to successful product management. They reveal the potential of visionary planning, strategic risk-taking, customer-centric design, iterative development, and effective stakeholder management.
Starting with the release of "Iron Man" in 2008, Marvel's prototype product or spiritual Minimum Viable Product (MVP), and culminating in the intricate narrative arc orchestrated through the Marvel Roadmap, the MCU serves as a textbook case of successful product strategy.
This essay aims to draw parallels between the MCU's strategies and product management principles. It explores the strategic planning and iterative approach that Marvel employed, the emphasis on customer-centric design, the complex dance of stakeholder management, and the delicate balance struck between commercial interests and artistic expression. So, let's dive in, uncover these product management lessons, and see how Marvel conducted one of the largest and most successful product experiments in cinematic history. It all started with a grand vision.
Vision – How is Never as Important as Why
“…while we were in production of the first Iron Man film and we were responsible for the first time for the delivery of a film and really putting everything we had into that film, it did occur to us that one of the things we could do that no other studio could do was have a connected universe…early on we knew that that could be one of the things that helps set us apart from the other studios making other Marvel movies, was we could do what the comics had always done. What honestly was one of the most important things about the DNA of Marvel was the interconnected universe” (Kevin Feige on his vision for a connected universe courtesy of Fandango)
This section is something of a homage to Simon Sinek. Your 'why' is your purpose, your belief, your reason for doing what you do. It's what inspires you and those around you. When we look at the MCU, we see a stellar example of the power of 'why', the strength of a clear vision.
In 2008, Marvel Studios didn't simply produce a film; they brought to life a vision. When "Iron Man" debuted, it wasn't merely a standalone superhero flick. It was the opening chapter of a grand narrative that Marvel aimed to tell—one where individual threads would weave together, forming a vast, interconnected universe of characters and stories.
This vision was driven by Kevin Feige, the president of Marvel Studios, who will serve as our product manager. His 'why' was clear—he wished to create an interconnected cinematic universe that held a coherent storyline in order to replicate the experience of reading a comic series: “The goal was always to emulate up on a big screen the experience that comic book fans had through the decades reading Marvel Comics” explained Feige. Much like a product manager, Feige coordinated the overall direction, ensured continuity across films, and maintained the essence of the shared vision throughout.
Yet, it wasn't just the clarity of the vision that mattered; it was the flexibility to adapt it as well. The vision was designed to evolve based on audience feedback, taking into account the changing landscape of societal norms and expectations. The introduction of more diverse characters, the shift towards morally complex narratives—these all signaled an organization that understood its 'why' and knew when and how to adjust its 'how' and 'what'.
From a product management perspective, this is the embodiment of a strong vision—it's not just about the destination, but also about the journey. The vision serves as a beacon, guiding teams through challenges and informing decisions that align with the overall purpose. At the same time, it leaves room for innovation, allowing the product—and the vision itself—to evolve in response to changing customer needs and market conditions.
For those of you that are not familiar, here is a quick rundown of the Infinity Saga and the Marvel phasing.
Unfolding the Infinity Saga: Phases and Progression
The MCU, is a tapestry of interconnected stories told over several years, grouped into phases and encapsulated in the "Infinity Saga." It's named after the "Infinity Stones," powerful artifacts driving the narrative across these movies. The Infinity Saga is a monumental achievement, not just in cinema, but in product management as well, showcasing Marvel's mastery in weaving standalone stories into a grand, interconnected narrative.
The Infinity Saga consists of three distinct phases:
Phase One: The Foundational Framework
This phase sets the groundwork for the MCU, introducing the audience to key characters and the idea of a shared universe. It starts with "Iron Man" in 2008, which was the beginning of this grand experiment. After the successful introduction of Tony Stark, the billionaire genius inventor, Marvel gradually expanded its universe with "The Incredible Hulk," "Iron Man 2," "Thor," and "Captain America: The First Avenger." Each movie provided pieces to a bigger puzzle, leading up to "The Avengers" in 2012, where these superheroes assembled on-screen for the first time to save the world.
Phase Two: Deepening Complexity and Expanding Universe
The second phase deepens the MCU, both in terms of the complexity of its characters and the breadth of the universe. In addition to sequels to Phase One films, new characters and worlds are introduced. "Iron Man 3" and "Thor: The Dark World" start this phase, followed by "Captain America: The Winter Soldier," where the political thriller tone demonstrated the genre diversity within the MCU. "Guardians of the Galaxy" expanded the universe beyond Earth, introducing a whole new set of characters and cosmic elements. "Avengers: Age of Ultron" and "Ant-Man" concluded this phase, setting up narratives that would unravel in the next phase.
Phase Three: Climactic Convergence
The third phase is where all the threads from the previous phases converge, leading to a climactic showdown in "Avengers: Infinity War" and "Avengers: Endgame." This phase includes several character-focused films such as "Doctor Strange," "Black Panther," "Spider-Man: Homecoming," and "Captain Marvel" that diversify and enrich the universe. It also includes sequels like "Guardians of the Galaxy Vol. 2," "Thor: Ragnarok," and "Ant-Man and The Wasp." This phase ends with "Spider-Man: Far From Home," serving as an epilogue to the saga and a transition into the future phases of the MCU.
From a product management perspective, each phase represents different stages of a product's life cycle. Phase One was the introduction of the product (MCU), Phase Two was its growth and expansion, and Phase Three was its maturity and culmination.
The Infinity Saga demonstrates how a carefully planned roadmap, coupled with meticulous execution and customer-centric design, can result in a product that captivates audiences and stands the test of time.
The Roadmap – Assembling the Avengers
Before we dive deeper into how Marvel has delivered using aspects of product management, let's understand the framework that drove the Marvel Studios - the Marvel Roadmap. In product management, a roadmap is a strategic artifact that aligns the organization by illustrating the trajectory of the product. The Marvel Roadmap served the same purpose. It was a strategic blueprint for the entire MCU, which stood as the guiding light to move the franchise forward.
From "Iron Man" in 2008 to "Avengers: Endgame" and "Spider-Man: Far From Home" in 2019, the roadmap managed introductions, character evolutions, and intricate story arcs while building anticipation among fans. This roadmap was the lighthouse that saved the ship of the MCU from crashing into the rocks of disorganization and discontinuity.
The Marvel Roadmap contains the very embodiment of some of the phrases we use in product management. The Infinity Saga was an Epic by definition! Take a look back at the previous section, but look at it through the lens of a product manager. The MCU as a concept was the Initiative. In order to accomplish that we needed to create an Epic, which was the Infinity Saga. To deliver that iteratively we needed to break it into phases, serving as features. I could also see a world where the individual “feature films” could be the features.
Each Phase (or feature) had a goal which contributed to the Epic as a whole. The phases not only would deliver incremental value through their individual delivery but they would also work together to set the stage for the next feature or add important context to a previous feature.
If we look at phase 1, we can see a very distinct set of goals:
1. Identify the market for an interconnected universe
2. Introduce the characters necessary to create “The Avengers”
3. Introduce the ultimate threat (Thanos)
4. Establish some of the character flaws and conflicts that will become critical to the franchise
This gave the stories a set of goals to accomplish, something akin to OKRs in the product world. We won’t dive too far into metrics for the sake of brevity, but rest assured success was measures in dollar bills.
The importance of the roadmap in Marvel's success brings to focus the critical role of strategic planning, long-term vision, and effective execution in product management. It's an example of how each product iteration—each movie in this case—fed into the grand vision, contributing to the product we know and love as the MCU.
MVP – I Am Iron Man
Back in 2008, Marvel Studios made what seemed to be a gamble: they released "Iron Man," a movie based on a superhero who, at the time, was not as iconic as characters like Spider-Man or the X-Men. However, this movie had a larger purpose: it was Marvel's Minimum Viable Product (MVP) for what would become the MCU.
In product management, an MVP is a version of a product with just enough features to be usable by early customers who can then provide feedback for future iterations. For Marvel, "Iron Man" was the embodiment of this concept. It was a single, standalone movie designed to gauge whether audiences would embrace the more complex, interconnected universe Marvel envisioned.
Let us not forget that in 2008 the Superhero genre was not the box office powerhouse that is has become in the last ten years. Superhero movies were still escaping the stigma of being for a somewhat limited audience. In 2006 DC had released a new Superman film “Superman Returns”, but not impressed with the returns, Warner scrapped a potential sequel according to Den of Geek. So there was a delicate balance of cost and ROI.
In fact, the casting of Robert Downey Jr. as Iron Man was not a result of his star power. In an interview with “Iron Man” director Jon Favreau with Superhero Hype, he goes on to explain that Robert Downey Junior was simply the best fit for the job due to some of his recent personal struggles. RDJ was reportedly paid just $2.5 million for “Iron Man” compared to the massive $75 million he received for “Avengers: Endgame” according to Gaming Bible.
But "Iron Man" wasn't just an MVP in terms of its role as a market test and more modest cost. It also embodied many of the key principles of a successful MVP:
Clear Objectives: Marvel had specific, clear goals for "Iron Man"—they wanted to introduce audiences to the character and the broader Marvel universe, test the waters for their ambitious plan, and gather feedback. This is similar to how product managers design MVPs to test specific hypotheses about a product.
Value Proposition: Despite being a 'minimum' product, "Iron Man" provided significant value to audiences. It was not a stripped-down, cheap product. Instead, it delivered a high-quality movie experience, much as a good MVP should deliver real value to its early users.
Iterative Development: The feedback and data collected from the success of "Iron Man" helped shape the subsequent movies in the MCU. The filmmakers observed what worked and what didn't, and iterated on these learnings, much as a product manager would iterate on an MVP based on user feedback.
User-Centric Design: "Iron Man" was designed with the audience in mind. Marvel took a character that was less well-known and focused on telling a compelling, human story that appealed to audiences. This is reflective of the user-centric approach to product management, where understanding and catering to the user's needs is paramount.
Feasibility: "Iron Man" also demonstrated the feasibility of creating a shared cinematic universe. Its success validated the concept and set the precedent for the rest of the MCU, similar to how an MVP is used to prove a product concept's viability.
Iron Man as an MVP was more than just a successful movie—it was a strategic tool that guided Marvel Studios' future trajectory, allowing them to build one of the most successful franchises in film history. Its role and execution embody the principles of effective MVP development, making it a powerful case study in product management.
Marvel Studios understood their customers—the fans—better than anyone else. They knew the fans wanted more than standalone movies; they craved the evolution of characters, interconnected storylines, and raised stakes. Marvel delivered on these expectations, creating a blueprint for understanding and catering to audience desires.
Customer-Centric Design – Love Your Audience 3000
“…Thank you for embracing these characters and stories since we kicked off the MCU ten years ago. This past weekend was a result beyond our wildest dreams… On behalf of everyone here at Marvel Studios, we thank you for being the best fans in the universe” (Kevin Feige in a letter to fans in response to “Infinity War” breaking the all-time opening weekend box office record)
As product managers, we know that our products are only as good as the value they provide to our customers. The same principle is reflected in the customer-centric design approach adopted by Marvel Studios. Throughout the MCU, there's a persistent focus on delivering experiences that resonate deeply with their audiences, and this stems from a deep understanding of their customer base.
Marvel understood that their audiences were no longer just comic book fans, but also moviegoers who appreciate rich storytelling, complex characters, and emotional depth. With this in mind, they went beyond mere comic adaptations and focused on creating compelling narratives with relatable characters and human struggles.
Looking again at "Iron Man". Tony Stark was not just a superhero in a suit. He was a flawed individual dealing with personal trauma and the repercussions of his actions. Similarly, Captain America was not just about patriotic fervor. It was about a man out of his time, wrestling with the morality of modern society. Not to mention the emphasis on witty banter that felt relatable. The characters felt like real people we were getting to know over the years.
Moreover, Marvel made a concerted effort to diversify their narratives and characters to mirror their global audience. "Black Panther" was a cultural milestone that celebrated African heritage and confronted issues of race and identity, while "Captain Marvel" brought a powerful female superhero to the forefront, tapping into the ongoing conversations about gender equality.
Another significant aspect of Marvel's customer-centric approach is their attention to feedback. Whether it is criticisms about their villains or demand for more diverse representation, Marvel demonstrated a willingness to listen and adapt to their audience's needs and preferences. Marvel would release in small blocks which allowed for a tight feedback loop.
Iterative Development - Just Because Something Works, Doesn’t Mean It Can’t Be Improved
“It was an evolution. In all storytelling you’re a writer… What do people teach you? Writing is rewriting. There’s always the evolution of the story you want to tell. We always would set markers on a distant horizon you could aim towards. In the three Phases, I would say we got very close to those markers. In places where we deviated it was because we chose new markers, we chose new places to head to and head towards.” (Kevin Feige on the progression of the Infinity Saga courtesy of an interview with comingsoon.net).
Marvel Studios executed a fascinating and effective strategy of iterative development and release across the span of the MCU, reflecting the principles that we, as product managers, follow. Just as we develop a product, release it to the market, gather feedback, and make iterative improvements, Marvel followed the same principle with each movie.
One of the key tenets of product development is that you release your product early and often. We do this to collect feedback, measure how well the product meets customer needs, and adjust our strategy quickly. Each Marvel movie served as an iteration that tested different elements - new characters, story arcs, styles of humor, and levels of complexity - allowing Marvel to adjust its strategy based on audience feedback.
For instance, the first "Iron Man" film proved to be a blockbuster hit, proving that audiences were ready for a more interconnected series of superhero films. Following its success, Marvel gradually introduced more characters like through Phase 1 of the roadmap. This introduced all of the characters necessary to culminate with the first Avengers film.
By the time "The Avengers" hit theaters in 2012, Marvel had iteratively built an entire universe of characters that audiences knew and loved. The success of "The Avengers" was a testament to Marvel's iterative approach to development, confirming that they had effectively gauged and catered to audience expectations.
Marvel didn't stop there, however. They continued to iterate and experiment, introducing cosmic elements with "Guardians of the Galaxy", a heist genre with "Ant-Man", and delving into magic with "Doctor Strange". Each film was a calculated risk, allowing Marvel to test how far they could stretch their universe while still maintaining the interest and loyalty of their audience.
Feedback was continuously collected and integrated into future iterations. For example, after receiving criticism about their lackluster villains, Marvel upped their game with complex antagonists like Erik Killmonger in "Black Panther". A Cinemadebate.com article goes on to describe the progression of MCU villains “…Marvel Cinematic Universe has had an infamous track record of mediocre or horrible villains… Killmonger is leagues ahead of any other in the Marvel Cinematic Universe.”
It is my belief that there is likely not a better example of Marvel’s ability to pivot than with their treatment of the Thor character. Although initially Thor was a relatively stiff but affable character we saw his him soften and become a source of great comic relief. This was likely due to the relatively poor reception of “Thor: The Dark World” which had a very weak 66% approval rate on Rotten Tomatoes. According to Cinemablend.com “One central complaint about Thor: The Dark World is… (Thor) was reduced to being an uninteresting one-dimensional character, without many qualities to root for.” However a new director and a bright new spin on the character made “Thor: Ragnarok” one of the most well received films with a 93% approval rate on Rotten tomatoes (That’s almost a 50% jump!).
It was this iterative development process allowed Marvel to keep their finger on the pulse of their audience, consistently meeting and exceeding expectations. As product managers, we can learn from Marvel's approach to embrace feedback, take calculated risks, and use each product release as an opportunity to refine our strategy. This agile approach to development, one of constant learning and refining, is the heart of successful product management.
Marvel's strategy reaffirms that you're not going to have the perfect product right out of the gate. It's about learning, iterating, and evolving. It's about taking feedback, embracing change, and not being afraid to pivot when necessary. So, in the grand scheme of things, Marvel didn't just make movies—they conducted the largest and one of the most successful product experiments in cinematic history.
Stakeholder Management: Balancing a Universe of Interests
In the world of product management, just like in the construction of the MCU, stakeholders run the gamut from those shaping the creation process to those consuming the end product. In Marvel's case, the key players included directors, scriptwriters, actors, comic book enthusiasts, casual viewers, and, of course, the parent company, Disney. Balancing all these interests and crafting a harmonious narrative was an enormous task, one that Marvel Studios tackled with commendable finesse.
Imagine trying to orchestrate an ensemble of strong, distinct voices, each possessing their unique creative vision, and endeavoring to express it. In the movie industry, the intrusion of big studios can sometimes fracture this delicate harmony, compromising the director's originality and leading to disjointed narratives. Striking a balance between a director's creative liberty and the commercial pursuits of the studio, therefore, becomes a critical aspect.
The MCU is a classic example of this tightrope walk. On one end of the rope were the directors, entrusted with turning the written word into compelling visuals. On the other end was Disney, whose vested interests in the MCU's financial triumphs were undeniable. The challenge was to grant directors sufficient creative freedom to bring forth unique narratives, while ensuring that these narratives wove into the broader MCU tapestry and achieved Disney's financial goals.
The beauty of the MCU lies in how it mostly managed to keep its balance. Directors left their personal imprints on their films, with each movie thus offering a distinctive viewing experience. Yet, there were moments when this balance wavered, with directors parting ways due to creative differences. Such instances only underscore the need to align all stakeholders—directors, studios, and audiences—around a shared vision.
Once again it is here where Kevin Feige acts as the MCU's metaphorical product manager, responsible for ensuring a shared understanding and pursuit of the MCU vision across the board. This unity of vision guaranteed a seamless narrative, irrespective of individual directors' distinctive styles.
The superheroes' actors were also essential stakeholders in this grand narrative. Engaging them and ensuring their commitment was critical for the franchise's long-term success. By fostering a collaborative atmosphere and allowing actors to contribute to their characters' evolution, Marvel amplified their stake in the MCU's successful trajectory.
Maintaining this delicate equilibrium, balancing Disney's financial expectations while preserving the creative heart of the MCU, was an ongoing challenge. Yet, Marvel successfully navigated this, striking a balance between commercial success and artistic integrity.
Drawing parallels to product management, Marvel's journey underscores the importance of preserving the product's unique value and voice while balancing diverse stakeholder interests. It highlights the power of a shared vision, the magic of collaboration, and the importance of audience feedback. The result—a cinematic universe that continues to capture imaginations, standing strong as a testament to exceptional product management.
Risk Management and ROI
Marvel's approach to risk management also offers valuable lessons. The introduction of relatively obscure characters like Ant-Man and Guardians of the Galaxy was a calculated risk that paid off, emphasizing the importance of innovative thinking and strategic risk-taking in product management.
Risk management is a fundamental pillar of successful product management. Just like launching any other product, creating a franchise like the MCU came with significant risks. The initial idea of interconnected movies leading up to ensemble films was a high-stakes gamble, one that required strategic planning, resource allocation, and precise execution. However, this calculated risk paid off handsomely, making the MCU one of the highest-grossing film franchises of all time.
Kevin Feige certainly took a risk when reaching into the Marvel bag for very obscure characters like ‘The Guardians of the Galaxy” but in order to hedge these bets, for the initial outing he placed his A-team on the job with James Gunn at the helm and Joss Whedon as an advisor. Despite the obscurity, “Guardians” managed to be the 3rd highest grossing film of 2014 according to Box Office Mojo.
Perhaps the most substantial risk, however, was the long-term investment in building an intricate narrative over multiple films. Unlike standalone movies, the shared universe model required viewers to invest in multiple films to grasp the overall story fully. This strategy hinged on the assumption that once viewers were invested, they would continue to return for each new film installment. This assumption held true, with the MCU seeing a consistent upward trend in box office returns, culminating in "Avengers: Endgame" becoming one of the highest-grossing films of all time.
On a broader scale, Marvel Studios’ consistent delivery of high-quality movies with appealing characters and engaging narratives enabled them to build a dedicated fan base. Not to mention the quippy Marvel humor that became a staple of the brand. Their commitment to fulfilling the audience's expectations while also surprising them helped cultivate brand loyalty, a crucial factor in ensuring return on investment.
In product management terms, the Marvel Studios team did a fantastic job assessing and handling risks, demonstrating a deep understanding of their market, a strong belief in their product, and a willingness to take calculated risks. The ROI from these risks has been phenomenal, not only in monetary terms but also in establishing an enduring brand and creating a groundbreaking cinematic model that many studios have since tried (and mostly failed) to emulate. Their success also laid the groundwork for one of the most formidable tasks in the product management landscape: scaling while maintaining consistent quality, a topic we'll delve into next. This narrative serves as an apt reminder that in product management, as in filmmaking, risk and reward often go hand in hand, and that the ability to skillfully navigate these risks sets the stage for successful scalability.
Scaling and Consistent Quality – We Can Do This All Day
A challenge many product managers face as they scale their product is maintaining consistent quality. Growth, while desirable, can put strain on resources, potentially diluting the product's quality or the user experience. The MCU's roadmap is a clinic in how to scale effectively while ensuring consistent quality.
As the MCU expanded from its initial set of superheroes to an expansive universe filled with a diverse cast of characters and complex narratives, Marvel Studios faced the significant challenge of maintaining quality across its ever-growing slate of films. With each new film, the narrative became more complex, the character roster expanded, and the stakes were raised. To manage this complexity, Marvel employed a multi-faceted approach.
Firstly, they ensured that each film, while part of a larger narrative, could stand on its own merit. Every movie had a self-contained story that was engaging, even if one wasn't deeply familiar with the broader MCU context. This approach allowed Marvel to attract a broad audience, catering to both hardcore fans invested in the overall narrative and casual viewers who might only watch a select few films.
Secondly, Marvel Studios leveraged the power of a shared universe by using established movies to set up future ones, thereby reducing the risk associated with introducing new characters or concepts. An integral part of this strategy was the clever use of post-credit scenes, which served as teasers for upcoming movies, building anticipation and ensuring audience retention.
These brief scenes provided an effective way to build connections between individual characters and the broader narrative, hinting at future conflicts and alliances. This strategy ensured that when a new film was released, the audience was already primed to understand the characters' motivations and conflicts, making the narrative more believable and compelling.
An excellent example of this is the relationship between Captain America and Tony Stark, which culminates in "Captain America: Civil War". In their own respective movies, the writers thoroughly developed these characters and their motivations. Our understanding of Tony's growing fear of collateral damage and unchecked power, coupled with Captain America's unwavering commitment to fighting for what's right without bowing to oppressive authority, was carefully built up over several films.
Lastly, Marvel focused heavily on quality control, ensuring each film met a certain standard. This was achieved by choosing directors who could bring unique perspectives to the table, working with talented casts, and having a strong scriptwriting team. Consistent quality across movies helped build audience trust, knowing that each new Marvel movie would deliver an engaging cinematic experience. In fact, the films across the Infinity Saga had an average Rotten Tomatoes score of 84.6%
From a product management perspective, Marvel's approach highlights the importance of scalable architecture. Just as a well-designed software product can handle increased user load without performance degradation, Marvel's cinematic universe was designed to handle an increasing load of characters and narratives without diminishing the quality of individual films. This ensured that as the MCU scaled, its quality remained consistent, keeping audiences engaged and coming back for more.
Moreover, it underscores the significance of meticulous planning and strategic execution in scaling a product. The roadmap Marvel Studios laid out, detailing each phase of the MCU, was instrumental in managing the franchise's growth effectively. The individual releases and features should add value individually but should also complement the existing feature set.
The MCU's journey from "Iron Man" to "Avengers: Endgame" is a testament to the possibility of scaling a product while ensuring consistent quality. It showcases the importance of having a clear vision, a comprehensive roadmap, and a relentless focus on quality, providing valuable lessons for product managers aiming to scale their products effectively.
Endgame
In the end, what stands out is not just the grandeur of the MCU, or the thrilling narratives woven across 23 films. What truly stands out is how Marvel, like the great innovators of our time, dared to dream big, took risks, and above all, put their customers—the fans—at the center of it all.
Just as we strive to create products that change the world, Marvel endeavored to redefine an entire industry. They started with a clear vision, one that many didn't believe in. They were relentless in their pursuit of that vision, iterating, refining, and adapting along the way. They managed a vast array of stakeholders, striking a delicate balance between commercial interests and creative expression. And they listened to their customers, adapting their stories to the changing times and to the demands of a diverse, global audience.
Through it all, Marvel created a product that transcends the traditional boundaries of film. The MCU isn't just a series of blockbuster movies; it's a shared experience, a journey that millions of fans have embarked on together. It's a testament to the power of storytelling, and the profound impact that well-crafted, customer-centric products can have on the world.
As we look back at the Infinity Saga, we're not just marveling at a cinematic achievement. We're looking at a master class in product management, one that innovators and creators can learn from for years to come.
So here's to the dreamers, the visionaries, the risk-takers. Here's to those who, like Marvel, dare to disrupt, to challenge the status quo, and to create products that truly make a dent in the universe. Stay hungry, stay foolish, and keep pushing the human race forward. Because in the end, that's what truly matters.
Sources:
https://collider.com/mcu-movies-ranked-rotten-tomatoes/#39-ant-man-and-the-wasp-quantumania-39-2023
https://www.boxofficemojo.com/year/world/2014/
https://www.boxofficemojo.com/title/tt2015381/
https://cinemadebate.com/2018/02/23/erik-killmonger-a-villain-perfected/
https://www.denofgeek.com/movies/superman-returns-what-went-wrong/
https://www.gamingbible.com/news/iron-man-robert-downey-jr-634156-20230302
https://www.fandango.com/movie-news/interview-kevin-feige-talks-avengers-infinity-war-753164
https://marvelcinematicuniverse.fandom.com/wiki/The_Infinity_Saga
