Remove B2B Remove Leadership Remove Positioning
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519: Product verification, most important of the 19 activities of product management – with Nishant Parikh

Product Innovation Educators

He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). He emphasized the importance of role clarity and how the lack of it often leads to frustrated product managers leaving their positions.

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Building Wiz: the fastest-growing startup in history | Raaz Herzberg (CMO and VP Product Strategy)

Lenny Rachitsky

These are stronger indicators of interest that tell you they really want your product, versus general positive feedback. Listen now on Apple , Spotify , and YouTube. When pitching early ideas, pay attention to specific actions customers want to take, like asking about pricing or requesting to start a proof of value (POV).

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Wheels Falling Off Your Product? The Growth Stage of the Product Lifecycle (Part 3)

BrainMates

The Growth Stage of the Product Lifecycle (Part 3) By Jana Paulech At a Glance The growth stage of the product lifecycle begins after achieving product-market fit, requiring sustained exponential growth and a strong, evolving value proposition and positioning to capture and expand the target market. Depending on your product (e.g.,

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Top Retention and Churn Product Manager Roles (+ Candidate Spotlight)

Userpilot

Someone who thrives in cross-functional environments and can influence senior leadership through data-driven insights. Experience in influencing senior leadership through data-driven insights. An individual adept at owning and driving roadmap strategy and definition, with a track record of end-to-end product delivery.

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When a collaboration is not a collaboration

UX Planet

Moreover, I would argue that designers are often in a less favourable position, as they typically lack both the final decision-making power (like managers) and the responsibility for implementing the agreed-upon solution (like engineers). Who holds the final saythe product manager, the tech lead, or senior leadership?

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518: The non-obvious way to gain organization support for your ideas – with Doug Hall

Product Innovation Educators

Ranch and Dexter Bourbon Distillery, Hall discovered that successful innovation requires a bottom-up transformation focusing first on empowering frontline employees to fix inefficiencies (“stop the stupid”), then enabling middle managers to improve systems, and finally allowing leadership to pursue bigger strategic innovations.

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How to build a team that can “take a punch”: A playbook for building resilient, high-performing teams | Hilary Gridley (Head of Core Product, Whoop)

Lenny Rachitsky

Send your team weekly summaries with verbatim quotes from leadership meetings plus your interpretation of why they said it. When you disagree with leadership decisions, go through the “What if I’m wrong?” Use “magic questions” to decode how people think: Make statements ending with “Do you agree?”