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When speaking with founders and CEOs, we often hear concerns like this: My project manager is losing confidence in the developmentteam. I think that poor communication and differing team cultures might be part of the problem, but how can I know for sure? This is where a technical review can be useful!)
Tweet This So I want to take some time to review why we do discovery. I recommend teams conduct story-based customer interviews to discover opportunities and run assumption testing to discover the right solutions. They help us explore the diverse perspectives on our cross-functional team and then align around a shared understanding.
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.
Customer interviews are one of the most impactful activities a product team can do. Customer interviews are one of the most impactful activities a product team can do. Customer Interviews Help Us Understand Our Customers’ Goals, Context, and Unmet Needs I recommend product teams interview customers at least weekly.
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.
Over the past year, Phil Carter has been developing a framework for growing consumer subscription businesses, called the Subscription Value Loop. Companies like Canva, Grammarly, Figma, Notion, and Dropbox are excluded because they are considered B2B SaaS businesses since they have sales teams and sell to both prosumers and enterprises.
We formulated a dedicated team consisting of three researchers and three designers. While some team members immersed themselves in articles and courses, others extensively tested AI tools within the given timeframe. Read on to get a sneak peek at our research team’s conclusions.
When developing a product strategy you have to do a couple things – you have to both develop a strategy designed to support the company’s strategy, and you have to express it an a way which makes it actionable. As a leader, she could express intent and rationale, and her teams could trace their efforts back to her purpose.
As you can likely guess if you’ve been following this newsletter, I fall on the side of favoring collaboration as being a key area of focus for performance reviews. Performance is considered at a team, scrum or project level. Introversion or extroversion are irrelevant as its the work of the team that does the talking.
We chatted about DALL-E, GPT-3, and if the hype surrounding AI is just that or if there was something to it. And this is why we decided to bring you a special episode about these latest developments in the world of AI, what they mean, and whether it’s time to apply it in real-life scenarios such as customer support.
For more: Best of Lenny’s Newsletter | Hire your next product leader | Podcast | Lennybot | Swag Subscribe now In my quest to develop a comprehensive benchmark to measure progress toward AI replacing PMs, I teamed up with full-time prompt engineer (and past collaborator) Mike Taylor on a piece that will surely blow your mind.
In this week’s newsletter, I’m focusing on articles which will help you navigate through the product management fog and learn practices that help setup product teams for success. To ensure your team’s success, think beyond your own team. which bring more value and benefit the organization - not just your team.
Maybe your team played around with ChatGPT Pro or built a quick internal chatbot. Theyre doing the foundational work like modernizing infrastructure, cleaning up messy data, aligning on outcomes, and upskilling their teams. So many initiatives underperform because no one knows what success looks like.
While the development of product strategies built on Strategic Foresight may have once been a nice-to-have value add, it is now increasingly essential. Market-defining shifts rarely show up in sprint reviews. Strategic Foresight helps product teams look further ahead. They build gradually, then change everything.
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