Remove B2B Remove Engineering Remove Enterprise Remove Weak Development Team
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Lying To Customers

Mironov Consulting

That might seem obvious or naïve, but recent conversations with several B2B/enterprise clients suggest that it’s actually controversial. For context, enterprise tech companies tend to have a small number of large deals each quarter that really matter. ( B2B is lumpier than B2C.). Roadmaps are shared. Demos are shown.

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Permission To Stay Focused

Mironov Consulting

An essential role of CPOs and other product leaders that’s never listed in the job description is giving organizational 'air cover' to product managers to postpone almost all new requests — so that their teams can finish work already underway.    Lately, I’m calling this permission to stay focused.

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10 Reasons Your Product is Hurting Your Sales Team

The Product Coalition

Is your B2B product easy to sell and easy to renew? But if you’re working on a B2B product with a sales force, odds are you know what I mean. But if you’re working on a B2B product with a sales force, odds are you know what I mean. I try to help product and sales teams succeed under the mantra “Easy to Sell, Easy to Renew.”

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Treat Your Product Team Like a Product

The Product Guy

What do you do when your team is working their socks off and yet they are getting little credit for the work being done, mainly because the team isn’t able to set concrete expectations with the stakeholder? This obviously reflected as a failure to deliver on part of the engineering team. THE CHALLENGE. THE CAUSE.

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The Software Development Deli Counter

Mironov Consulting

I’ve noticed a frequent executive-level misalignment of expectations across a range of software/tech companies, particularly in B2B/Enterprise companies and where Sales/Marketing is geographically far away from Engineering/Product Management. Let’s call it the software development deli counter problem.

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How (Industrial) Hardware Is Different from (B2B) Software

Mironov Consulting

Or jet engines. These companies need a special mix of physical engineering expertise, manufacturing savvy, tight financial controls and long planning horizons. But product management and development processes that work well for long-lived hardware can handicap software organizations. Or elevators for high-rise office buildings.

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Product Consolidation

ProductPlan

There are several reasons for a product team to consolidate its products. Let’s say your company sells enterprise SaaS solutions. That gives your enterprise buyer the chance to pick and choose. Again, imagine you sell B2B software tools. Do we want to retire some of our older or underperforming products?