The “Why” Behind Your Product Roadmap

bpma ProductHub

The vast majority of product roadmaps move the product in a positive direction, but desired results are only achieved if there is clarity around where it is taking you, and why. Well-run companies are honest about the reality of their current products. This sets up the product roadmap so that it can be used as a tool to help drive results and link back to the business objectives and strategic direction. product/features/strategy. What is Good Product Strategy?

The Top 10 Deliverables of Product Managers

Sachin Rekhi

Mastering the craft of product management is no easy task. I instead define a product manager as driving the vision, strategy, design, and execution of their product. It's equally important for product managers to think about each of these four dimensions as having a concrete set of deliverables. Too often product managers perform the activities associated with each of these deliverables, but may not do so as rigorously as they could to maximize value.

Vision 131

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Top 75+ Resources for Product Managers

Sachin Rekhi

I'm often asked what's the best way for a new product manager to learn the fundamentals of the role or for an experienced product manager to continue to master their craft. Most folks are looking for a pointer to a book or a class they can take on product management, but I always reply with a collection of blog posts from practitioners sharing their best practices. I've organized this collection into several sections, starting with product management 101. Vision.

Vision 131

How JustGiving Crowdfunding Went From an Idea to £100m in Five Years

Mind the Product

Initially JustGiving supported only registered charities on its website, but the founders’ vision was to support all good causes. In 2012, when I was working as part of the JustGiving team responsible for innovative products and disruptive business models, we decided to test how people could raise money for non-charitable good causes. We ran through various exercises in the first week to give us direction, including user journey mapping , product in a box , and the speedboat game.

6 Product Managers Who Became CEOs-and How!

The Product Coalition

While some may say that a Product Manager is ‘the CEO of the product’, that’s not entirely true. Both positions involve being the keeper of a vision, and both also have to be decision makers by curating ideas from many different sources. As a Product Manager, you have very little authority. While the buck stops with you when it comes to product decision making, the overall health of the company doesn’t rest on your shoulders. CEOs Who Came From Product 1.

What I Learned From 3.5 Years as a Product Leader at a VC Backed SaaS Startup

The Product Coalition

I was attending a very small startup event where Gregory Culpin presented the company and its market vision. In 2013, they convinced Pieterjan Kempynck and his associates that it was time to build their own team. I built a new operating company with two passionate people with a sound vision of the HR industry future, Thibault Halbrecq and Arthur Roose. The product and engineering teams grew fast too. The product’s core feature (its story) remains unchallenged.

Wootric’s Deepa Subramanian on measuring the voice of the customer

Inside Intercom

It’s all part of a customer-centric philosophy that emphasizes empathy and self-awareness over a staid corporate vision. It’s time for product teams to go from being revenue-led or product-led to being customer-led. Salesforce did this not only for their product; their entire revenue model is built around being easy and convenient for the customer. New Relic is a developer platform, and their users engage with them primarily in product.

Guru’s Rick Nucci on using automation to scale your customer experience

Inside Intercom

Rick started Guru in 2013, after successfully founding Boomi (a cloud integration and data management company) and selling it to Dell. I then stayed with Dell for three years, and left to start Guru in 2013. How did you all get to product-market fit ? Rick : I heard a great analogy that when you’re in pre-product-market fit, you can feel like you’re in a desert. So of our monthly active users, how many are using the product daily?

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Customer Development Guide For Product Managers

The Product Coalition

It was launched in 2011 and went broke in 2013 because people didn’t buy the product. The authors relied on their intuition or professionalism, and didn’t account for the most important factor in product creation?—?the the product/market fit. Everpix and Google Wave didn’t satisfy the market. In this situation, it doesn’t matter who creates the product, whether it’s two fellow developers or a corporation giant like Google?—?or Launch your product.’s Steli Efti on balancing competition and collaboration in sales

Inside Intercom

From day one, when we launched Close in January 2013, we wanted to own We have competitors that even try to launch smaller software products that we’re using on it, just to mess around with us in the organic rankings and use SEO to take away some of our thunder. It’s just interesting to see how the market is interpreting this. Teaching them your technology, your product, the process, the customer: all that is easy.

How to build a growth team – lessons from Uber, Hubspot, and others (50 slides)

Andrew Chen

You have to figure out the macro organizational issues – how it fits in with marketing, product, and other functions – as well as the micro, like how to measure the success of these teams. What’s the difference between growth and marketing/product/whatever? Then, the differences in skillsets for both individual practitioners versus the org – and versus existing functions like Product and Marketing. Content marketing.