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He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). Building the Foundation for Product Vision This activity serves as a bridge between problem validation and product vision development.
“I soon noticed that while many companies have embraced agile execution, fewer have adopted a truly continuous approach to product discovery. While many companies have embraced agile execution, fewer have adopted a truly continuous approach to product discovery. I’ve always been fascinated by the discovery aspect of product management.
He is also the co-author of Build What Matters: Delivering Key Outcomes with Vision-Led Product Management. A lot of companies have a mission statement that they think is a strategy or vision. The vision is where you intend to be in several years. A lot of work that goes into a vision. It provided a lot of clarity.
He is passionate about Lean and Agile Product management, innovative business models and business and product strategies. When digging into a new challenge, he starts by establishing a long range product vision, then ruthlessly prioritizes opportunities and features to find the sweet spot between customer needs and business strategy.
In this role, you will leverage your extensive experience turning ambiguous problems into clear and actionable deliverables, aligning internal and external leaders on a shared, ambitious vision. A person who lacks experience leading agile development or working in fast-paced, iterative environments.
B2B Product Managers with no B2C experience. Candidates short profile Spencer has over 7 years of experience driving product vision , strategy, and execution in AI-powered and enterprise SaaS platforms. Skills AI/ML integration, product strategy, SaaS platforms, data analytics, cross-functional leadership, and agile execution.
He is passionate about Lean and Agile Product management, innovative business models and business and product strategies. When digging into a new challenge, he starts by establishing a long range product vision, then ruthlessly prioritizes opportunities and features to find the sweet spot between customer needs and business strategy.
Developing a B2C product , our goal was to ship 2 new releases each month. There’s a huge difference between agile development and what I see as a shipping culture. AgileAgile development is about short, iterative and incremental development cycles. Is that shipping? that’s not my idea of shipping either. “A
A person who lacks experience leading agile development or working in fast-paced, iterative environments. Youll blend the strategic mindset of a growth product manager with the creative vision of a UX designer – driving repeat engagement, gamification, and social participation. Who would be a BAD fit for this job?
A person who was focused on B2C products. Strong roadmap and product sense: can context switch between detailed work and high-level strategy/vision, ability to PM basic initiatives end-to-end. A member of the Reforge community, he thrives on transparency, agility, and measurable impact. Who would be a bad fit for this job?
Although I’ve written this post in the context of replatforming a high-traffic B2C website, many of the principles can apply to other situations like apps or B2B systems. Product thinking is absolutely needed when it comes to setting a vision and looking at the platform from a wide range of stakeholders. Three key Recommendations.
Are we aligned to the company vision? They usually lack a product vision. They also get stuck in this because they don’t really have a fully-functioning product management and strategy cadence to figure out what the right thing to build is, and then feed that into their agile development processes. Is it hitting our goals?
He is passionate about Lean and Agile Product management, innovative business models and business and product strategies. When digging into a new challenge, he starts by establishing a long range product vision, then ruthlessly prioritizes opportunities and features to find the sweet spot between customer needs and business strategy.
TL;DR: Webinar Product Backlog Anti-Patterns The third Hands-on Agile webinar product backlog anti-patterns covers common problems from out-dated and oversized tickets to the part-time proxy product owner and his or her idea repository. Subscribing to the ’Food for Agile Thought’ newsletter with 17,000-plus subscribers.
They must rally a team around a product’s vision and make sure the solution is viable from a business perspective. Type of product (B2B, B2C). At the heart of it, a product manager is responsible for defining a product’s vision and the strategy for achieving that vision. Communicate product strategy and product vision.
Apart from B2C and B2B products, many PMs also work on internal products that help teams within the organization perform better. “ Apart from B2C and B2B products, many PMs also work on internal products that help teams within the organization perform better. “ If you’re doing Agile correctly,” Belmont added.
In his webinar, experienced B2C and B2B product leader Tim Herbig , author of Lateral Leadership: A Practical Guide for Agile Product Management , shows how to be a data-informed product manager. Don’t let today’s metrics hold back your vision. Fourth, don’t confuse today’s behavior with tomorrow’s potential product.
This means, roughly, “I will fulfill my product vision, but I’m not talking to customers”. Likewise, dealing with B2C or B2B customers completely alters your approach to product development and improvement. On B2C you need to use a “bazooka” : bring in a lot of customers and make sure that you keep them in.
The product manager is responsible for overall product success, is the central point for all aspects of the product, holds the vision and strategy, owns the whole product, produces the roadmap and requirements, and leads the team. The buck stops with the product manager. You pick what’s right for your product, company, and customers.
The mobile team was functioning very much as a product organization where they had a roadmap and delivered features which lined up with the vision of the company. I spent a year understanding how to build products in a B2C environment, how to measure product success and how to understand what consumers need. What are your weaknesses?
At a large B2C media company, I found that there was an over-arching strategy but it was formulated with little input from each of the business units, which continued to operate independently and never actually made the sacrifices necessary to implement it. In Scaled Agile parlance, this team of teams is referred to as a Program.
For example, a B2B company launching a complex enterprise software solution might require a strong understanding of technical specifications, while a B2C company marketing a consumer app might prioritize experience with social media marketing and user experience (UX) principles. Health, dental, and vision insurance.
The company started with consumer water testing kits, but pivoted from this B2C model to take a B2B focus on water quality in school systems. And with this customer feedback alongside agile product design, we enabled the development team to bring 120WaterAudit’s product vision to life.
Apart from B2C and B2B products, many PMs also work on internal products that help teams within the organization perform better. “ Apart from B2C and B2B products, many PMs also work on internal products that help teams within the organization perform better. “ If you’re doing Agile correctly,” Belmont added.
” Tal Kailler B2C Product Lead, Gett. Even though Mixpanel is a relatively small company, the approach to every element of the management, planning, and communication makes it seem a much larger global company yet it manages to maintain the velocity and agility of a startup. ” Tal Kailler B2C Product Lead, Gett.
Business-to-business (B2B) or business-to-consumer (B2C) product managers (PMs) have mastered various hard skills. Based on an iterative approach, Agile methodology is one of the most common processes for enterprise software development. There is no shortcut to becoming a B2B product manager.
Despite the successes Agile has brought us, it’s time to take the things we have learned from Agile and move on. Like the technology we use to build the products we love ages and gets left behind, Agile has died while we were perfecting our standup. We are in a post-Agile world and the terrain has changed.
In addition to this, our conversation also covers his time at Altassian and contrasts this with his G2 role, his thoughts on Google updates and how they impact his industry and his vision for the future of SEO. Could you speak a little bit more on the differences for maybe a B2C company? So it could be all the albums of an artist.
A team failing to deliver successful outcomes in time could have flaws in the delivery process, or lack of product vision, or a need to improve the efficiency of the technology stack. We believe that Agile software development practices are some of the best at helping reduce waste and support great product development.
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