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The “Why” Behind Your Product Roadmap

bpma ProductHub

has a strategy tool that allows users to clearly define the vision; the “why” to your product roadmap. product/features/strategy. You can also link the product roadmap to your objectives. The Fundamentals – Objectives & Key Results, NikeT , Nov 27, 2014. The Basics of OKR, Henrik-Jan Van der Pol, June 12, 2014.

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Innovatemap announces team, services and geographic growth in 2021

Innovatemap

Innovatemap, a digital product agency and three-time Inc 5000 award winner, announced today the addition of five new hires, a new client delivery service, and a new location for service delivery. The agency serves high-growth SaaS startups and scaleups through excellence in product management, product marketing, product design, and brand.

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How Our Belief In NYC Led To A Year Of Impact

Innovatemap

“The advantage a founder has when working with us is that they get a team of product experts who have experience with hundreds of startups and scaleups. It’s experience that individual product hires won’t typically have. Innovatemap is a digital product agency with a headquarters in Indianapolis and a second office in New York City.

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Minimum Viable Products: Why You Should Test before Investing in Ideas

The Product Coalition

are somehow related to the lack of a common project goal and vision. You can successfully prevent these problems by starting software development with a Minimum Viable Product (MVP). Let’s consider the benefits of MVP development : MVPs Allow Businesses to Test Ideas In Markets In 2014, Hailo mobile app for calling a taxi failed.

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Method to the Product Madness

The Product Guy

Guest Post by: Terri Boshoff (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Nis Frome]. When I joined Wetu in 2014, I was the 7th employee, we had just over 100 companies using our software, we were exclusively available in Africa, and the product was already 5 years old. Start at the Top.

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What we learned moving sales and product upmarket together

Intercom, Inc.

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.

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My Top 10 Mistakes in 10 Years: Gainsight CEO Nick Mehta

Gainsight

But this process was also hard: We had to get alignment across Product, Marketing, Sales, CS and PS on what our end-to-end value (from 30K feet to 30 feet). Stick to your values and vision and, in the words of Lin Manuel Miranda from Hamilton , “wait for it.” So at Pulse 2014, I became a “grown up CEO.”