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He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). The discussion reveals how product management has evolved since 1931 and highlights the importance of clear role definition to prevent job frustration.
Productside | Product Management Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem. Thats where the Productside Blueprint comes in.
Tips for managing global innovation projects Watch on YouTube TLDR In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Portfolio Management During our conversation, Jack shares valuable insights from managing product portfolios at Sony Ericsson.
At this months TPG Live , we explored two of the most persistent challenges in product leadership: How do you build trust and alignment between enterprise users and buyers? How do hybrid product teams stay aligned and effective across time zones and work styles?
Instead of acting as a sole decision-maker, today’s product managers need to excel at facilitation, stakeholder collaboration, and building trust across teams. This evolution offers valuable insights for product managers at all career stages.
Brought to you by: • Enterpret —Transform customerfeedback into product growth • BuildBetter —AI for product teams • Wix Studio —The web creation platform built for agencies — Shaun Clowes is the chief product officer at Confluent and former CPO at Salesforce’s MuleSoft and at Metromile.
So here are 6 mental models for building an AI productstrategy: 1. Identify the most impactful customer problems or business goals where AI can make a difference and focus there first. Your AI productstrategy needs to actually be strategic! Reimagine the User Experience Think beyond bolt-on features.
Market Research: From Manual to Machine-Learned Market research has always been a cornerstone of productstrategy. What AI Brings to the Table: NLP-powered sentiment analysis : Tools like MonkeyLearn and Lexalytics parse thousands of reviews, tweets, and support tickets to extract user sentiment at scale. AI flips the script.
For product managers, this complexity means adopting a more strategic approach to ensure your product meets customer needs, aligns with organizational goals, and delivers measurable value. Use this data to gain detailed insights into your target segments, emerging trends, and customerfeedback.
You’ll help define the most relevant local payment methods to build (breadth) and aspects of payment methods to invest in (depth) to deliver the best outcomes for Stripe users. Someone who thrives in ambiguity and can translate complex problems into clear, actionable strategies. Who would be a bad fit for this job?
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. Rachel shares how shes helped SaaS products scale from $1M to $10M in a year. Dont miss Rachels insights.
Too often, product success is measured by speed and outputs—features launched, tickets closed, timelines met. But great product teams play a bigger game. They drive alignment, translate strategy into action, and make bold decisions that balance customer value with commercial outcomes. They deliver outputs, not outcomes.
The rise of intelligent product development powered by AI and now agentic workflowscalls for a new kind of operating model: one that is agile, continuous, insight-driven, and AI-augmented. What is intelligent product development? You can simulate user interactions with LLM personas. This isnt a futuristic concept.
Intelligent applications harness AI to deliver personalized, adaptive, and data-driven user experiences that surpass traditional functionalities. A PoC provides a structured space to iterate and refine your intelligent app strategy. Prioritize agile iteration Use iterative development cycles to prototype, test, and refine quickly.
Salesforce: Senior Product Manager – Mobile Integrations Lead Salesforce’s office. Salesforce Field Service is a market leader with customers including many Fortune 500 companies. Their customers rely on their offline-first mobile app to guide them through complex fieldwork. Who would be a BAD fit for this job?
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about productstrategy and product roadmap disruption, direction, and progress. The sail: Stands for strategy and roadmaps â the elements that must be constantly adjusted to maximize momentum.Â
Meta Manager, Product Data Operations Meta office. Meta is looking for an Operations leader to join the Product Data Operations (PDO) team. PDO provides data and insights that power machine learning and AI, at the core of all Meta products. He can unify complex product ecosystems to enhance cross-selling opportunities.
This guide covers everything you need to know about outsourced software product development services , from core definitions and benefits to a stepbystep process, pros and cons, realworld case studies, and future trends. Table of Contents What Is Outsourced Software Product Development?
Mozilla: Director of Product, Firefox Growth Firefox is used by hundreds of millions worldwide, and the Director of Product for Growth plays a critical role in the product management team. A product leader ready to take on a challenge to grow a long-standing underdog product. A risk-averse Product Manager.
An effective productstrategy is key to successfully create, enhance, and manage a product. There is no point in worrying about the product details and writing user stories if a sound productstrategy is missing. But what exactly is a productstrategy? Four Artefacts.
Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
Before the advent of agile frameworks like Scrum , a product person—the product manager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
Guest Post by: Marissa Fong (Mentee, Session 5, The Product Mentor) [Paired with Mentor, Bill Gourlay]. Product management requires productstrategy. What are your customers’ needs? These are all key questions addressed as part of productstrategy. How do you best solve for these needs?
Lastly, to make the most out of this framework, it’s best if your organization has already implemented some variation of the Agile Methodology. Themes, Epics, User Stories. To start, break down any incoming feature requests into Themes, Epics, User Stories using the following suggestions. Enough talking. Show me the money.
Why a ProductStrategy Process Matters. An effective productstrategy process should ensure that a valid productstrategy and an actionable product roadmap are always available—that a shared and valid approach to achieving product success is available at anytime, as the picture below illustrates.
Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
How do you foster a team culture that focuses on delivering value to your customers when you have limited resources? Agile principles can be a North Star for time-strapped support teams, helping them to keep the customer’s needs at the heart of their decisions so they can provide fast, personal support at scale.
It achieves this by using sprints to create product increments, collecting feedback from users and stakeholders, and adapting the product with the insights gained. [1] Otherwise, you might ask the wrong people for feedback on the increments and hence draw the wrong conclusions. But don’t stop there.
In a recent live stream from one of our mentors of The Product Mentor , Dustin Levy, lead a conversation around “ProductStrategies for Non-Strategists”. We are always looking for more product mentors from all around the world. About The Product Mentor. Felix Sargent Product Manager, Bloomberg.
With Scrum came the POs, and with the new POs, came the interest for real Product Management. -- 2013: "My ppl are not allowed to talk to customers. 2019: "Duh, of course I want my people talking to customers. 2019: "How do I write a good user stories that can get into Jira correctly?" It is too risky. We will get sued.
Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog. But this would be wrong.
These are: The original Scrum product owner who owns a product in its entirety and is responsible for maximising the value it creates. A feature owner who manages a major capability with which end users interact like search and navigation on an online retailer’s website. Word is the product.
At all of them, I start understanding the current state of Product Management. A lot of digital transformation companies usually need to start with Product Organizational design, getting alignment on the role of a Product Manager and what that means before they can look at ProductStrategy and Product Operations.
A first step to form effective product teams is therefore to identify the products in your organisation. But what is a product? I view it as an entity that creates tangible value for users and possibly customers as well as the business. The former is achieved by solving a problem or by providing a specific benefit.
Product discovery describes the activities required to determine if and why a product should be developed and offered. This increases the chances of creating a product that users actually want and need and achieving product success. Which market and market segment should the product address?
Before the advent of agile frameworks like Scrum , a product person—the product manager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
For example, a productstrategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
What’s more, it’s not uncommon in my experience that product owners have to do their job without the support of a Scrum Master or agile coach. Staffing : Help find people who have the right skills and are motivated to work on the product and who can fill the roles. The same is true for setting product goals.
Listen to the audio version of this article: [link] ProductStrategy and Change Strategy means different things to different people, so let me briefly share my definition. A productstrategy describes the approach chosen to make a product successful. Eisenhower, we could say, “Strategy is worthless.
Insights on productstrategy and customer research for product managers. Today we are looking at product management work through the eyes of a CEO, exploring several topics together. The CEO joining us is Matt Young, CEO of UserVoice, the first productfeedback and research tool for software companies.
Being the first product manager at a startup typically means being the 10th or 15th employee, and recognizing that – although product management has both tactical and strategic components – you’ll initially be more focused on tactics. UserInsight. Customer Councils. Dual Track Agile.
In order to leverage the product life cycle model, you have to define the business benefits your product delivers and then track them over time. For revenue-generating products revenue is commonly used, for example. The younger your product is, the more it is likely to benefit from Scrum.
This ensures that your backlog is aligned with the productstrategy, and it helps you decide which items should be added to the product backlog and which should not. Tip #3: Start with a Short and Sketchy Product Backlog. Tip #6: Look beyond User Stories. Tip #2: Focus your Backlog on the Next Major Release.
At its core, Product Ops focuses on the behind-the-scenes operations necessary for successful product management, ensuring that product managers and their teams can focus on delivering the best possible product to their users.
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