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The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
Productside | Product Management Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem. But getting there wont be easy.
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
Productside | Product Management Courses & Training ProductLeadership, Rewritten: Season 3 Collection of Productside Stories What Todays PMs Need to Lead Tomorrows Teams Productleadership isnt standing still. Neha Bansal on the rise of product ops and how it unlocks clarity, consistency, and momentum.
B2C) Align roadmap structure with development methodology Balance customer needs with development capabilities Maintain appropriate levels of flexibility based on market type Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers.
Get Your PM Leader First 90 Days template pack Download Now Days 3160: Align Strategy and Team Goals Refine or Create an Outcome-Focused Roadmap Strengthen Team Capabilities Continue to Build Stakeholder Buy-In By now, youve mapped out the biggest gaps: maybe no one updates competitive analysis, or user interviews are an afterthought.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. What exactly is productstrategy?
In this post, were exploring the conversation we had in one of our Productside Stories episodes this season with Joeri Devisch , a veteran of product, technology, and transformation work at global companies. He challenges product leaders to stop thinking of change as a side project and start treating it like any other product rollout.
Because when we don’t ground our roadmaps in the fundamentals, things can quickly go off course. Where We Went Wrong The product was in disarray. While it would have been easy to blame the productstrategy, marketing, or any number of other potential targets, they weren’t at the heart of the problem. Does it make sense?
The four critical capabilities product managers need today and beyond are: Commercial Acumen. Influential Leadership. Influential Leadership Credibility without authority Drive alignment across complexity Story and trust The power to guide and align others without formal authority. This is where influential leadership kicks in.
We covered: Why product leaders often feel overwhelmed with work, and how to combat it The importance of developing good taste, and how to do it How to reduce frustration in your productleadership role The critical skill of truly listening as a leader Common pitfalls in annual planning and decision-making Lots of laughs To learn more from Shreyas, (..)
When my plans to delete were deleted I’ve tried many tactics to make space for ‘maintenance’ activities on product roadmaps, including declarative statements like ‘40% goes to product health’ backed by capacity plans. Value targets so enticing that executive leadership wouldn’t dare vote them down. They never work. I was pissed.
In this episode of Productside Stories, our host Rina Alexin talks to Rachel Owens , product executive and growth expert. Rachel shares how shes helped SaaS products scale from $1M to $10M in a year. Learn how to avoid common pitfalls, build strong GTM alignment, and refine your productstrategy for sustainable success.
An individual adept at owning and driving roadmap strategy and definition, with a track record of end-to-end product delivery. A professional experienced in feature delivery and making trade-offs to meet product goals. A person who was given little decision-making power as a product manager.
helping the company transition from a founder-led product approach to building a strong, sustainable product culture. I have been helping her reshape how product management is perceived in the company by building a solid productstrategy, team structure, roadmap, processes, and more.
PM with a technical background and a strong product sense. A person without a formal leadership title. PM looking for a by-the-book product manager role. Professional interests Spencer is looking for roles focused on AI-driven product innovation, platform unification, and enhancing operational efficiency.
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about productstrategy and product roadmap disruption, direction, and progress. Â Forward progress is not about brute force or unwavering adherence to a single course. It used to drive me crazy,â he admits.
StrategyStrategy plays a crucial role in aligning product development efforts with organizational goals. What strategies have you found most effective for balancing short-term product demands with long-term strategic goals? How do you align your product roadmap with overall business objectives?
Productside | Product Management Courses & Training Your Product Management Career Isn’t Dead (But It Might Need a Rethink) If youve scrolled LinkedIn lately, youve seen the headlines: AI is coming for your job. Product roles are being cut. Are you building products or just delivering tickets?
I mean of course! Thats when it hit me we accidentally created a culture where developers didnt feel like they could make even the simplest UX decisions without checking with design or productleadership first. Of course, for bigger changes that need more input, we still collaborate as a team. It was an obvious fix.
You can, of course, take pictures of those and download them. Some of you also know me through some of the books I’ve written, namely Product Manager’s Desk Reference, Business Acumen Handbook, and so on. Well, in leadership development, we look at behaviors as What are what is somebody doing? A behavior.
You can download the template for free from romanpichler.com/tools, and you can find more information on how to use it in my post The GO Product Roadmap. I like to use my Product Vision Board to develop a valid productstrategy. Use your vision and productstrategy to make the right decisions. Learn More.
What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Look at leadership as an integral part of your job that is at least as important as updating the product roadmap and refining the product backlog. Leadership at Multiple Levels.
What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Look at leadership as an integral part of your job that is at least as important as updating the product roadmap and refining the product backlog. Leadership at Multiple Levels.
Amanda had 18 years of product management experience and was able to clearly foresee the obstacles I might encounter in my new role. We started by defining the objectives I wanted to achieve over the course of my 6 months in the product mentor program, an important exercise at the beginning of any mentor partnership.
I’ve chosen quarters in the sample roadmap above, but you can use shorter time frames, of course, if you can meet your learning goals more quickly. For the first two quarters, the area is strategy; for the last two, it is leadership. Step 1: Understand the strengths and weaknesses in your product management skill set.
Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
For example, ensure that the individual’s role and responsibilities are clear; help the person grow as a product professional, be it by coaching and mentoring them or by encouraging them to attend training courses; offer clear and helpful feedback and hold them accountable for meeting agreed goals.
To make the duties more accessible, I have grouped them into four sets: people management, processes and tools, business strategy and organisational development, and self-leadership. Be aware that there is no one right way to apply the head of product role or a golden standard for doing the job. Self-Leadership.
To help product managers build a deeper knowledge of and experience with product-led tactics, we worked with our friends at Pendo to create the Product-led Certification Course: a three-hour, self-paced course that teaches the fundamentals of being a product-led organization and specific tactics you can start implementing at your own company. [.]
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. A simple representation for our productstrategy. That’s our real job as Product Managers.
With Scrum came the POs, and with the new POs, came the interest for real Product Management. -- 2013: "My ppl are not allowed to talk to customers. 2019: "Duh, of course I want my people talking to customers. They started to see the value. -- 2011: "Product reports to the VP of Engineering." 2019: "Product reports to the CPO."
A strong productstrategy is often neglected because of the absence of any strategic thinking in product teams. What can product managers do to make sure they give their productstrategy the attention it warrants? But today many, if not most, product teams fail this very first test. Sound familiar?
Stating a list of wholesome qualities is easy, of course. Challenging situations are great opportunities to grow as a human being and by doing so, you increase your leadership power. It’s great to know your product and market. How cool is that? As Superman puts it, “You are much stronger than you think you are. Trust me.”.
Product teams struggle to drive business outcomes because many companies haven’t taken the time to define their strategy. Marty Cagan highlighted this in his recent post “ ProductStrategy – Focus.” I’m offering a short, practice-oriented course on how to translate business outcomes into product outcomes.
But products are the nucleus, and that means market leadership starts with product management. There are the obvious things product management does. Before we dive into those, let’s look at a few opportunities where product management teams can take a much stronger leadership role in the organization.
The Critical Role of ProductStrategy When Money Is Scarce (Part 2 — Rounds A, B, and Later) When you start selling your product, you feel great, but that doesn’t last for too long. A productstrategy is often the missing link that would convert your efforts into actual revenue. Here is how it works.
The Critical Role of ProductStrategy When Resources Are Limited (Part 2 — Rounds A, B, and Later) When you start selling your product, you feel great, but that doesn’t last for too long. A productstrategy is often the missing link that would convert your efforts into actual revenue. Here is how it works.
Introduction Your organization’s survival depends on its ability to successfully expand from a single product to multiple products. This episode features an in-depth conversation with Greg Coticchia, CEO of SE Healthcare and product management expert. He has served on numerous boards, both profit and nonprofit.
Imagine that John is a sales rep and a key stakeholder who hardly ever attends the productstrategy workshops you’ve invited him to. Instead, he requests product roadmap changes by talking directly to you. First, empathy is the foundation for effective leadership. Walk in the Other Person’s Shoes.
Organisational change and empowerment : Work with senior management, HR, and other business groups to implement the necessary organisational changes required to fully empower product people and leverage agile practises. Having an effective Scrum Master allows you to focus on your job—to maximise the value the product create.
My Journey Transitioning from Engineering to Product Management. Then, I started gravitating towards productstrategy questions, like, “Why am I building products?, I worked with the productleadership to plan out a productstrategy. 4 Key Differences in Skills Engineer to Product Manager.
Product manager courses are everywhere. Product management is one of the most diverse disciplines and requires an extremely broad set of skills. Additionally, the product manager role drastically changes with your seniority. What is product management? Best product manager courses for aspiring PMs in 2021.
” By continually improving our skills, staying informed about industry trends, and applying best practices in product management, we can chart a clear course towards creating products that truly resonate with customers and drive company success.
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