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I have a bit of a history with the concept of ‘good enough’, from satisficing in sprint planning (2008) to Kano analysis for productmanagers (2009) to trying not to miss the mark in problem solving (2012) to understanding intent and satisfying customer needs (2014). The value is in solving the problem.
I've been reflecting on the last decade in ProductManagement. Not every company has seen all these changes, but by and large I think it's been a positive push forward and I'm proud of where we've come from and where we have gotten to. -- 2014: "I do not need ProductManagers, I can run my company myself,I have the strategy."
I find that many product people are so busy with urgent tactical work, such as refining user stories, working with the development team, or answering a support request, that they neglect important strategic tasks like regularly assessing if the productstrategy is still working. Consequently, make enough time for strategic work.
For productmanagers, this means evolving to build for upmarket companies while ensuring Intercom’s long-standing customers remain at the center of what we do. Productmanagement varies depending on your industry, company stage, company leadership, or teammates. So, how do we do that at Intercom? Well, it’s hard.
Smart candidates know they need to prepare thoroughly for their productmanagement interviews. Do not go into a productmanagement interview without preparing questions for your interviewer. Winging it or asking generic questions here can kill your chances at landing a productmanagement job.
SiriusDecisions Field Guide ProductManagement Tools. I’m pleased to announce the release of the SiriusDecisions Field Guide “Product Planning, Prioritization and Roadmapping 2015.” Few productmanagers are using tools designed specifically for productmanagement. Happy Holidays.
For the past 7 years Mind the Product has run #mtpcon in London and San Francisco and #mtpengage in Hamburg – the biggest and best productmanagement conferences in the world. 20 Years of ProductManagement in 25 Minutes by Dave Wascha. Building Products AI-First by Aparna Chennapragada. by Jon Kolko.
For the past 6 years Mind the Product has run #mtpcon in London and San Francisco – the biggest and best productmanagement conferences in the world. 20 Years of ProductManagement in 25 Minutes by Dave Wascha. Building Products AI-First by Aparna Chennapragada. Grounding Product by Scott Belsky.
As Intercom’s customer base moved upmarket, it became increasingly obvious to us in Sales that what worked well in our product for early-stage startups didn’t for larger companies. To fix it, we had to change how we worked with our product team. Where does sales fit in at a company driven by productstrategy?
My first MVP had little resemblance with the finished product: I used my productstrategy and roadmap workshop as the initial minimum viable product. This helped me better understand which strategy and roadmap-related challenges productmanagers commonly experience and which advice is helpful for them.
This allows you to find out how you have to evolve your practices to succeed with the distributed setup, including collaborative productstrategy review and product backlog refinement sessions held via videoconferences. 8 Consider Unbundling Features and Creating Product Variants. Growth is a funny thing.
There’s no better conference to attend if you’re working in productmanagement, digital, or marketing in or near Manchester. Garry Prior has been in and around the technology industry for more than 20 years, largely in productmanagement / product leadership roles. Gabrielle Bufrem – Pivotal Labs.
2019 was a great year to be in productmanagement. LinkedIn listed Product Designer and Product Owner in the 10 most promising careers of 2019 , with 80 percent more job openings year-over-year and a career advancement score of 9 out of 10. Industry, The Product Conference, Cleveland, OH. Mind the Product.
Since 2007, OnDeck has delivered over $2 billion to businesses all across the United States in more than 700 industries and has been lending in Canada since 2014. Bain Public brought new processes, tools and increased support with their SOAP™ 12-module approach.
Slack’s productstrategy put it on a trajectory for success. Let’s explore the company’s productstrategy to see what makes it different. Productstrategy: slip into the customers’ shoes. The pandemic’s influence on productstrategy.
Creating a sub-brand also meant that if the product never took off, it could be quietly discontinued without harming the parent brand. 2014 – Testing and Growing the Team. We were growing, able to show user need and demonstrate the product’s potential, so the board agreed to further investment. The Yimby homepage, 2013.
So, when you make your roadmap, make it clear to the team who your user is, the value they’re getting, why they should care about what’s being delivered, and where, how, and when they’ll use the product. If you’ve spent time on your productstrategy, this should come from the user-centered value story.
I remember when I wrote that blog post in 2014, Google Now had just been announced. I don’t know when Stripe was founded, but in 2014 they weren’t very mature. Google Now looks a lot like it did in 2014. Again, that’s something I would have thought in 2014 was happening imminently. But it exists now.
Josh also held roles leading productmanagement for Zazzle, and product and engineering for RealJukebox and RealPlayer at RealNetworks. Josh led Greylock’s investment in SmartThings (acquired by Samsung in 2014) and Jelly (acquired by Pinterest in 2017). Aparna Chennapragada, Director of ProductManagement, Google.
ProductManagers are often called “Product CEOs” or “Mini GMs”, but they rarely have direct control over the inputs that lead to successful products. Shipping product to real users. Product School's ProductManagement Certification Founded in 2014, Product School boasts a community of 1 million+.
What started as a series of interviews by co-founder Des Traynor soon bloomed into hundreds of episodes where we explore how businesses are driving growth through customer relationships and how to build successful products at scale. This month, we have passed the three million download mark for the show. That just blows my mind.
The team grows, roles shift, output increases, and many other pivotal changes happen within the product team and the organization as a whole. At the same time, rapid growth can present some challenges for productmanagement. These are all valid questions for product people at high-growth organizations.
Why Product Features Matter Productstrategy, features and the value chain What outcomes are you trying to achieve? How does what we’re building align with the wider strategy of the business? Productmanagers and product leaders should have an inherent sense of what’s valuable to customers.
Marc: I’m one of the founders of Hotjar, and we started back in 2014. And more recently, maybe just over a year ago, I started slowly moving to product. As the team started to grow, there was more of a need to have some structure and productmanagement. I was just focusing on building the team.
When I first joined Apple Maps in November 2014, I was handed the feature list for the year. Prioritization: better than business metrics My favorite framework for prioritization involves rating features against their ability to impact weighted goals that relate to productstrategy. Why are we doing feature [feature name]?”
The digital website design agency specializes in solving complex digital product challenges and driving outstanding results. Their expertise lies in accelerating product growth, enhancing team culture, and delivering exceptional customer experiences. Their services include UX/UI Design, ProductStrategy, and Full-Stack Development.
The team consists of experts in productmanagement, strategic thinking, and agile transformation. The team of Studio Graphene set off in London, where they are still headquartered, in 2014. The three main services they can help their clients with are strategy, design, and development.
NPS measures customer loyalty by asking how likely customers are to recommend your product or service to others. Finding the right tool was challenging for me as a productmanager, but I realized how crucial the right choice is for quality feedback and business growth. The customization options boost response rates.
With a background in computer science and an MBA, he soon realized that understanding the markets and customers is as important as building the products. And so, in 2014, he founded Productboard , a productmanagement system that incorporates customer feedback and insights to help product teams build better products.
Revenue-generating products typically become profitable when they have achieved product-market fit and start to grow. A productmanager’s (or owner’s) job is therefore different from a project manager’s: product people are in it for the long run—assuming that the product prospers and grows.
Arguably, killing portions of a product is one of the most challenging aspects of leadership. Even the most experienced productmanagers have little to no experience and craft in reverting decisions after a feature has already made it live into production. ” Neil Rahilly – VP of Product and Design at Mixpanel.
Here, I’d like to share the lessons I’ve learned from my years working as a productmanager, focused on growth. In modern tech companies, growth teams and growth productmanagers are becoming common, although all productmanagers aim to deliver business growth within their sphere of influence.
By the look on the face of the productmanager asking me, she didn’t want a canned answer; she was looking for a reason to believe, to rekindle her energy. I knew why the company existed, but I never thought about the purpose behind the product other than the problem it solved for the customer and the value it delivered.
Every now and then, it’s interesting to ask: What does a ProductManager (PM) do? The answer of course has some take on: They juggle managingproducts and people. That is the productmanager in a nutshell. it depends on how the company has structured their product organization.
Talks from BoS USA 2014. Des Traynor: ProductStrategy is About Saying “No” Revisited. Talks from BoS EU 2014. Michael McDerment: A litany of productmanagement mistakes at Freshbooks. Eric Sink: ProductManagement. Steve Johnson: The Strategic Role of ProductManagement.
When it comes to developing a productstrategy – or even making decisions about how best to create a product, one of these assumptions is likely to be what causes us to fail. Laura Klein spoke at the Lean Startup Conference about identifying risky assumptions and her talk was published in Dec 2014.
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