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515: Case studies of organizational growth through successful product launches – with James Whitman

Product Innovation Educators

James describes working with one organization that had five different sales leaders in 18 months due to these pressures. This example revealed a deeper structural issue: The company needed to move up-market from a commoditized position to remain competitive.

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Product Managers Misunderstood: We Don’t ‘Rule’ Silicon Valley—We Navigate Its Complexities

The Product Guy

A PM who creates unnecessary friction or fails to collaborate constructively isn’t fulfilling their responsibilities and shouldn’t remain in the role—just as with any other position. While such conflicts can arise, they are not inherent to the role—they reflect poor performance by ineffective PMs.

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The ultimate marketing technology stack for 2019

Intercom, Inc.

Known as the Martech 5000 — nicknamed after the 5,000 companies that were competing in the global marketing technology space in 2017, it’s said to be the most frequently shared slide of all time. Marketing technology is now the largest portion of total marketing budget (29% on average according to Gartner ).

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Calm’s Will Larson on how to build a technical leadership career

Intercom, Inc.

After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. Or does this whole tech career thing support the writing? Architect, Tech Lead, Solver, and Right Hand. I don’t know.

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501: How product managers can build people-first cultures – with Gary Harpst

Product Innovation Educators

Introduction: The Product Manager’s Unique Challenge Product managers often find themselves in a unique position: responsible for a company’s future success but lacking the formal authority to implement changes directly. Consider the rapid advancement of technology in recent decades.

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Product Manager: Seeking Help

The Product Guy

As you become more established and comfortable navigating in your position, consider trying out your solution to problems that arise. One effective strategy to boost your confidence in your report managing these situations is to spend time roleplaying certain scenarios and provide immediate and constructive feedback.

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Establishing Customer Advisory Boards for Product Managers

The Product Guy

A CAB is not the forum to discuss the addition of a field to a form or a change to the position of button on the page. Welcome opposition : Encourage constructive criticism. When processing the feedback from your sessions, review your business strategy and product strategy. Provide a safe place for networking. You’ll learn tons.