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3 Empowerment Levels in Product Management

Roman Pichler

Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]

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Two Development Team Configurations I Lobby Against

Mironov Consulting

But there are some engineering team configurations that I see as problematic.  So 1] Dedicated Bug Fixing Teams Sometimes there’s a push to create development teams specifically to close out bugs and defects, especially after frequent outages or to address long-term system neglect.  This

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How to Develop, Articulate, and Sell Product Strategy

The Product Guy

I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and present product strategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).

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Six Common KPI Mistakes to Avoid

Roman Pichler

While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen product teams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.” 3 Stakeholder or Big Boss Dictates KPIs.

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Common Product Vision Board Mistakes

Roman Pichler

This article assumes that you are familiar with the product vision board or the key elements of a product strategy : market, value proposition, standout features, and business goals. Solution : Successful products are not built by agreeing on the smallest common denominator or trying to please powerful stakeholders.

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Successful Roadmaps Avoid One Thing: Drift

The Product Coalition

“Everyone has a plan until they get punched in the mouth” — Mike Tyson I’ve wrestled with weak roadmaps — even some downright disasters. Product managers and their teams start with enthusiasm, hit the ground running, and create a solid roadmap. And if your vision and strategy are no longer working, revisit and revise them.

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How we Developed a Talent Growth Plan at Almundo

Mind the Product

So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 product managers. Team execution and development.