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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.
Hence it is critical that one is aware of the best practises of the role and develops his own philosophy which results into maximum positive leverage for the organization. As I strive towards becoming a product leader, I wanted to understand the best practises in product management and in the process develop my own product philosophy. .
How to learn by doing it and lead a new team at the same time? How to plan for future growth for oneself, the product team and the products overall? Being a product manager in a B2B service company, the question was particularly difficult to answer. Some of them are good, and some of them are bad.
Ruthless prioritization translates to product teams spending time building the right thing at the right time. This discipline is the bread & butter for a winning product team, but building an effective product process takes a lot of trial and error. Are things that we are learning finding their way into the roadmap?
I hope this post allows people and teams to safely talk about Product Judgment. If you ever had to face a Manager, Director or Exec as they make bad product decisions and you’re struggling to persuade them otherwise, this post will help you. It takes years to build, and therefore ranges from very weak to very strong.
Is there a difference between developing an enterprise and a consumer product? The key thing here is that Slack is a simple product solving a simple, well-defined, and well-understood problem for a user who has needs which are very similar to the personal needs of the design and developmentteam.
Some organizations lean toward execution, with a focus on product artifacts like PRDs, user stories, and roadmaps. A company that practices aspirational product management is one that values experimentation and customer research, and continuously integrates those learnings into the product development process to create a valuable product.
She is the Head of Merchant Growth and Monetization for Google’s B2B ecommerce business, where she is leading efforts to build the next $1B+ B2B business for the company. First, how can product managers establish processes to enable their teams to succeed? 6:10] Tell us more about processes to help our teams succeed.
More recently, however, I’ve realized that the technology industry at large struggles with such clarity and consistency – in marketing terms, there is often a difficulty developing a clear value proposition that aligns with product and brand identity. 1 Poor definition of value proposition and feature focus. 2 First-mover disadvantage.
Strategic Portfolio Roadmapping Workshop. In this hands-on workshop, you’ll learn how to develop a strategic portfolio roadmap that drives new growth by shifting your inside-out product vision to an outside-in customer vision. your product roadmaps keep re-routing you like a bad maps app. Course Takeaways.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
. – Tweet This The product team at Botify knows this all too well. While Chief Product Officer Christophe Frenet initially guided this transition, many members of the team stepped in to facilitate this process. However, Claire adds it wasn’t all bad. Along the way, they’ve given a lot of thought to this process.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
What does an effective sales team look like at a product-led organization? “Sales already promised it.” I once joined a B2B company as a Product Manager in the the middle of the year, so their entire product roadmap was set and in motion. The sales team. The results? So what happened here? How did we get here?
While your product managers use our analytics reports to track product usage, your engineering teams can use our session replays to uncover bugs, and your customer support team may use our in-app help center feature to offer self-service and reduce support tickets. Userpilot is perfect for non-technical teams.
Half of the calls I get from CEOs include requests for Product Management to boost productivity in Engineering (aka Development aka Makers). To hit more roadmap dates. It also signals a lack of trust between the executive team and the development organization: “how do I know I’m getting my money’s worth out of this mysterious process?
In a fastmoving digital economy, many organizations leverage outsourced software product development to accelerate innovation, control costs, and tap into global expertise. Rather than building and maintaining a large inhouse team, businesses partner with specialized vendors to handle design, development, testing, and deployment.
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.”
Our guest, Jay Haynes, is helping that problem by creating the first and only JTBD software for product, marketing, and sales teams. It’s amazing how many teams disagree on whom their customer is. Often, especially for B2B products, we have multiple different groups with different needs interacting with our product.
Want to advance your career in product management or find top talent for your team? 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. Who would be a bad fit for this job?
How is the outcome-based roadmap different from regular roadmaps? Dave Martin on how product roadmaps kill outcomes. TL;DR Regular roadmaps kill outcomes by forcing teams to think in the categories of features and timelines. How roadmaps kill outcomes A classic roadmap is a list of features with a timeline.
I founded Prodify so my team and I can help companies by sharing knowledge from our previous experiences. It’s not because they’re bad at what they do. Often the senior leadership team thinks they talk about strategy a lot, but the employees under them don’t understand the strategy.
Your roadmap is one of the most important things you’ll produce as a SaaS company. Who will you share the roadmap with: Just employees, or customers too? And then there’s perhaps the biggest question of all: “How do we decide what makes it on to our roadmap?” And your roadmap should change with them. They change a lot.
Want to advance your career in product management or find top talent for your team? Stripe They’re looking for a senior Product Manager to lead a pillar within our LPM Cost Optimization team. A collaborator experienced in working with cross-functional teams, including engineering, design, and external partners.
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. I’m exaggerating, of course.
Want to advance your career in mobile product management or find top talent for your team? You will collaborate with engineering, design, and business teams to deliver cutting-edge mobile solutions that improve efficiency, user adoption , and overall product performance. Who would be a BAD fit for this job?
That might seem obvious or naïve, but recent conversations with several B2B/enterprise clients suggest that it’s actually controversial. B2B is lumpier than B2C.). On our side, we have expensive/talented/experienced sales teams that either close their few big deals this quarter or are put on notice. Roadmaps are shared.
I get pulled into lots of discussions among product managers about the best ways to represent (and then present and present and present) roadmaps or backlogs, especially to internal sales/marketing/support audiences. Each functional group has its own product priorities, so each wants a different roadmap. Just sign here.”)
And as the organization grows, the work involved to get teams aligned on who you’re selling to and how you’re selling is not something to be taken for granted either. Ambient Strategy founder and CEO April Dunford on the symptoms of weak positioning. When you’re a small team, your time is everything. Speed is everything.
Our guest, Jay Haynes, is helping that problem by creating the first and only JTBD software for product, marketing, and sales teams. It’s amazing how many teams disagree on whom their customer is. Often, especially for B2B products, we have multiple different groups with different needs interacting with our product.
Last but not least, in customer-oriented and agile teams, decision-making criteria are often narrowed down for efficiency to a single question: What business value does this bring to the customer? This dynamic can play out on any scalefrom a minor UX improvement to a roadmap-level epic discussion.
Creating and distributing effective B2B customer satisfaction surveys is a vital step in understanding your customers and fostering mutually beneficial business relationships. By the end of this post, you’ll know how to create an effective B2B survey, distribute it, analyze the results, and take action on what you’ve learned.
In March last year, my colleague and Mind the Product’s Director of Training, Rosemary King, wrote about how the company departments working alongside a product team could better work together to meet their common goals and to improve working practices. In Marketing, in Product, in Operations… test, learn, test again. Take Stock Regularly.
Younger or smaller companies particularly those without formal research teams often fall in the lowest budget category, investing only enough to conduct limited testing or outsource one-off studies. On the other hand, companies with dedicated research teams or integrated research operations are more likely to invest six figures or more.
Welcome to JEDI Training for Continuous Discovery Teams. I’ve had the luxury of working with teams all over the world, and I teach them a structured and sustainable approach to continuous discovery. And I like to set the tone that this framework was developed and co-created with dozens of teams from all over the world.
Tara and her team used it to take a deep dive into the customer’s journey through the product and make a focused effort to truly understand each step along the way. There’s a tired stereotype that assumes that sales and marketing teams have competing priorities – and, in turn – don’t get along. Ultimately, that leads to churn.
Lately, I’ve been writing a lot about entirely predictable goal misalignments between the maker side (product, engineering, design) and the go-to-market side (sales, marketing, customer success) of tech firms, especially at B2B/enterprise software companies. That “ BNP Paribas is the largest bank in France. We
Especially in B2B/enterprise software companies, I see two dramatically divergent ( incompatible ) worldviews that IMO explain a lot of corporate behavior. Enterprise Sales and Solutions Teams… Are paid/rewarded/promoted for working with individual prospects or customers one at a time. Sales
“If you have 10 teams decorating the hood of a car with rhinestones, the hood gets so heavy you can’t lift it to fix the engine anymore. Thats what product development feels like in most organizations.” This ensures that the product not only addresses real user problems but also aligns with business goals.
We surveyed and interviewed key people in our teams to understand how they worked and how they saw Intercom’s internal operations. Honest feedback can be hard to take, but it’s essential to develop the type of culture that encourages people to constructively criticize processes, leadership styles, or approaches. Paul: Yeah.
Is there a difference between developing a product for enterprise and a consumer? The key thing here is that Slack is a simple product solving a simple, well-defined, and well-understood problem for a user who has needs which are very similar to the personal needs of the design and developmentteam.
Meta is looking for an Operations leader to join the Product Data Operations (PDO) team. As a Manager on the PDO GenAI team, you will be responsible for managing a team of Project Managers to supply product teams with critical data and data labeling for Meta’s GenAI products. Who would be a BAD fit for this job?
We launched UserMuse with what we believed to be a deep understanding of our primary market: product managers at B2B software companies. Given our limited resources, we shifted our business development focus to emphasize these companies. Also for the first time, we got input from them to better prioritize our product roadmap.
Setapp provides Mac users with a way to use and discover new apps, and developers with a new way to reach customers and generate extra revenue. We didn’t know know if our sales predictions were good or bad. Problems with Customer Development. Early numbers indicated that our growth predictions were very wrong.
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