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He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development.
Why do I need a framework? So to help you achieve this goal, I’ve laid-out a foundational framework that can be used to store and organize incoming product requests into repositories that describe your product’s strategy. But why did I choose this framework? This was second only to increase in salary! Research article.
He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. Market Research Jack emphasizes that market research remains the most important skill for product managers.
How Do You Stay True to Your Product Vision While Adapting to Market Realities? The Challenge of Balancing Vision vs. Market Demands Why Product Vision Often Gets Lost Product leaders start with a bold vision, but execution becomes difficult when: Market conditions change , requiring fast adjustments.
Whether you’re just starting with OKRs or looking to improve your existing implementation, this comprehensive guide will help you create an effective OKR framework that drives real results. The key to success lies in focusing on measurable outcomes, maintaining transparency, and avoiding the temptation to create too many OKRs.
How product managers can use the Modified Agile for Hardware Development Framework. They think they have the answer for applying Agile principles to hardware projects, and they call it the Modified Agile for Hardware Development (MAHD) Framework. Summary of some concepts discussed for product managers. [2:56]
In this post, I share a simple model or framework to answer this question. The first box in the Secret Product Management Framework. Agile development methodologies. A big part of our job is finding these market problems, customer needs and desires. Market research. Design, both visual and technical. Product Owner.
Before the advent of agileframeworks 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.
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. In this thought-provoking episode, youll gain: A framework for refining product-market fit without unnecessary pivots.
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. Part of the role of a product manager is to discover and help build products that have a high market impact. If we take a macro view of this process we see that nothing about it is agile. Enter GIST.
When to use Agile and when to consider other options – for product managers. Today we are talking about when to use or not to use Agile for your product projects. Is Agile the answer? He has seen the conditions needed for Agile to work well and when it doesn’t. Agile works well when there’s uncertainty.
Break down standardised processes for all and everything Well, there’s nothing wrong about a framework, if you know how to handle and adapt it. Break down standardised processes for all and everything Well, there’s nothing wrong about a framework, if you know how to handle and adapt it. So agile and lean are two major keys.
In an era defined by relentless innovation and unprecedented customer expectations, the nature of financial services marketing has changed. We use UXDAs Digital Experience Branding Framework to help ambitious financial institutions build strong, future-ready digitalbrands. A recognizable logo or clever tagline is no longer enough.
When you have one team learning Agile, another learning Lean, and yet another learning Design Thinking, how are you supposed to get to alignment? There are so many frameworks and tools to choose from, so how do you make them work in the real world? What is Agile Really About? These can then flow into Agile. What is Lean?
I recently came across the SPICEY framework by YouTube creator and author Nisha Vora. Nisha uses this framework as a way to think about changing your eating habits, but I quickly realized it can apply to continuous discovery habits, too. I see too many teams try to do this perfectly, and then they do nothing.
We had built a platform tailored to the specific needs of the local market to connect small businesses with their customers – for restaurants to reach out to potential diners, for hairdressers to find people who want a haircut and so on. Let’s go Agile! Agile is sometimes seen as a panacea to all product development problems.
In the previous article, I discussed in detail about Agile Product Life Cycle and its different phases and outcomes that allow an organization to function end to end in an agile product life cycle. In image 1 I have listed some practices in sticky notes below each of the phases to drive the Agile product life cycle.
Mid-market and enterprise sales deals are undeniably complex. When implemented correctly, the result of leveraging the Agile Arrow is powerful: you are able to prioritize the people, work and outcomes that will make, or break, the deal. Act I: Embracing agile principles. Customer collaboration over contract negotiation.
As the wellness market grows more competitive, WellNests product managers are under increasing pressure to deliver features requested by sales, executives, and enterprise clientsoften with little time to step back and assess strategic impact. But its product management journey has been far from smooth. Their tool of choice? The result?
Market shifts determine product lifespan. Teams that actively monitor product-market fit and performance metrics are better equipped to decide when to pivot, iterate, or retire a product. Key Insights: Durability isnt just about longevityits about relevance. Smart teams prevent innovation slowdowns. Data-driven decisions matter.
The Secret Product Management Framework. Finally writing down the Secret Product Management Framework was a revelation for me. We find and validate market problems for which customers will pay for a solution. And then we take the solutions to market. And then we take the solutions to market. Breakthrough!
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
While internal stakeholders such as marketing, sales, and support play an important role in successfully offering a product, it would be wrong to try to please them and to say yes to all their ideas and requests. But the situation is different for product owners in the agile scaling framework SAFe.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. I find that the framework is best suited for products that are affected by a significant amount of uncertainty and change.
Scrum is a popular agileframework. That’s understandable, as the framework is focused on the development of complex products. You might not know, for example, which marketing strategy is most appropriate or which sales channels are most effective. Consequently, you’ll benefit from the input of a marketer and a sales rep.
In this keynote from #mtpcon London, Jonny Schneider, Product Strategy and Design Principal at ThoughtWorks, discusses how using all of design thinking, agile, and lean means we can build better products. Key points: You should try to use design thinking, agile and lean when building your products. Is there a market for our product?
Trying to build the right thing without a solid discovery framework is like setting off on a road trip without a map or destination. Whether you’re in product, UX, or strategy, this is your blueprint for a discovery framework that actually moves the needle by connecting user insight to the metrics that drive revenue.
Want the Frameworks to Apply These Lessons? We developed a series of exclusive frameworks and step-by-step strategies to help you turn these insights into action. Onsites still matter – even in remote-first teams, periodic in-person gatherings can reset relationships, clarify priorities, and recharge alignment.
But you can think of the product owner as an agile product manager, as I explain in the article “ Product Manager vs. Product Owner ”. In the agile scaling framework LeSS, the role is referred to as “ Area Product Owner “ A component owner owns an architecture building block like a user-interface layer or a payment service.
Teeba shared how she applied continuous discovery ideas and frameworks to her job search. I soon noticed that while many companies have embraced agile execution, fewer have adopted a truly continuous approach to product discovery. But our story today is focused on the work that Teeba did before she started her current role.
TL; DR: How to Make Agile Work in Fast-Growing Startups For years, I worked in several Berlin-based, fast-growing startups in my capacity as Scrum Master, agile coach, and Product Owner. These are my lessons learned on making ‘agile’?—?including including Scrum as a framework?—?work work in a fast-growing startup.
Different products target overlapping market segments 2. Customer Interaction Required frequency of customer contact Expected depth of market understanding Methods for gathering customer feedback 2. Business Understanding Knowledge of revenue models Understanding of key metrics Grasp of market dynamics 3.
Enter the Blueprint: A Framework for Strategic Product Management The Productside Blueprint helps teams align on what matters, validate what’s true, and build what works. It’s built around five phases: Context: Understand your business, market, and customer landscape. The result?
Before the advent of agileframeworks 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.
At the beginning of any software development project, managers think of which methodology is between waterfall and agile. Software outsourcing services company states that there are two major development methodologies regarding waterfall and agile. Waterfall and agile: A smart method or bad solution?
You can get access to all of it on The Product Way Patreon plus weekly content including: product frameworks, case studies, deep dives, and more! The detailed recap includes exclusive execution frameworks and product strategies that go beyond what was discussed in the roundtable and designed to help you apply what was discussed.
What product managers need to know about the Targeted Innovation Process Watch on YouTube TLDR The Targeted Innovation Process is a practical framework that helps product managers drive innovation in their organizations. This framework has five key steps: Step Description 1.
Agile is a software development methodology. It’s not how you do product marketing or sales. Agile development is a methodology for building software, and it’s a good one! With agile, you have multiple product managers/owners fully consumed with grooming their backlogs and feeding stories to their agile teams.
The confusion stems—at least partly—from the fact that Scrum is a simple framework focused on helping teams develop software. Why didn’t the framework use the term product manager ? Product managers used to do the upfront market research, product planning, and requirements definition work.
They also need their portfolio management or governance processes to align well with core agile practices; otherwise, there will be a fundamental disconnect with the agile approach being used at the individual product level. New market penetration: Applicability of the product to new markets.
A framework for digital transformation – for product managers. In many markets, you have segments that are not digitally savvy, and for them some of these transformations can lead to a worse experience, because there would be fewer people in the call center or the people in the shop would no longer be trained to help.
Many of the companies I have worked with this year want to make their product development and management capability more agile. They sometimes express their current process is too linear, rigid, and heavy as well as not providing the shorter time-to-market they want. However, it does mean adopting agile philosophy and processes.
A properly-crafted growth marketingframework brings clarity and direction to your SaaS business. This article discusses the best growth marketing strategies within the AAARRR funnel. It also covers the following: The definition and benefits of a growth marketingframework. What is a growth marketingframework?
I wanted to share with you the framework I use when doing this. Below is a brief overview of the framework that I use and a few signs of where you should start if you want to run this exercise yourself. Others are SaaS companies that are scaling or have scaled recently and want to ensure they are doing it in the best way.
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