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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 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.
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Building the Foundation for ProductVision This activity serves as a bridge between problem validation and productvision development.
These interactions weren’t just about immediate product needs – they focused on building long-term partnerships and ensuring customers saw value in the productvision and roadmap. This position was a departure from hands-on product work to leading through others and shaping organizational direction.
“Our vision is to be the best!” If you’ve ever sat through a company strategy meeting and left with your head spinning, you’re experiencing a common problem. First, there’s the vision – those sweeping statements that try to inspire but end up saying nothing. Want to get better at ProductStrategy? Everything!”
Recommended Templates ProductStrategy & Roadmap Review : Uncover your biggest alignment gaps. Team Values & Vision : If you inherited a scattered crew, anchor them with a unifying statementthis shapes how you collaborate, decide, and deliver. Even if some folks dont get their requests in, theyll respect your clarity.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose.
But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from user feedback versus founder’s vision for the product? We asked some of the industry experts about how do they merge both the aspects and finalize the features of the product.
It’s about building the right product—at the right time—for the right impact. Product teams are great at developing a vision, but not always at aligning it. The framework breaks down productstrategy into four anchor points: NOW – Product Intelligence: Where are we now? It’s designed.
Tech-fluent PMs bridge vision and feasibility by engaging deeply with engineers and navigating technical complexity. And no, I dont mean just watching a few videos or attending a course (though that can help). For example, if youre working on strategic foresight , maybe you start by reviewing your productstrategy.
This blog dives deep into: How AI is revolutionizing core PM functions The top AI-powered tools every PM should know The future skillset of the AI-native product manager Let’s explore how to stay ahead in this AI-first world. Market Research: From Manual to Machine-Learned Market research has always been a cornerstone of productstrategy.
In this role, you will leverage your extensive experience turning ambiguous problems into clear and actionable deliverables, aligning internal and external leaders on a shared, ambitious vision. Professional interests Prarthana is passionate about building intuitive, data-driven SaaS products and communication platforms.
Candidates short profile Spencer has over 7 years of experience driving productvision , strategy, and execution in AI-powered and enterprise SaaS platforms. 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.
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, you know, we very often in business talk about strategy and and future state vision. Which world?
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 ProductVision Board to develop a valid productstrategy. Use your vision and productstrategy to make the right decisions.
Why a ProductStrategy Process Matters. An effective productstrategy process should ensure that a valid productstrategy and an actionable product roadmap are always available—that a shared and valid approach to achieving product success is available at anytime, as the picture below illustrates.
a clear and compelling vision. from ‘ Drive’ All top product leaders know the importance that vision plays in the success of a product. Sometimes the ProductVision was something spoken by a visionary leader, but unseen. Or worse of all, sometimes there was just no ProductVision at all.
I’ve explained that the context typically needs to be the productvision, and a specific set of outcome-based objectives for each team (OKR’s are an effective way to do that). ProductVision. ProductVision. In truth, buying into a vision is a bit of a leap of faith. ProductStrategy.
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.
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.
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. Is this thing you’re asking with our mission, vision, value proposition?
As a consequence, different people have suggested different ways to apply the product goal. Some view it as the productvision , others equate it to the product’s value proposition. What’s more, I like to ensure that product goals are connected to the productstrategy and its user and business goals.
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?
Productstrategy is one of the most important tasks of the product leader, and definitely one of the hardest things to do. In the effort to bring the company’s vision into reality, the details matter, often more than the innovation and completeness of the vision itself. in detail?—?which
What we were talking about, of course, was customer lifetime value (LTV) – a term that’s widely used in SaaS and subscription-based businesses – and Net Promoter Score (NPS). We were successful in “selling” our vision and strategy, and were allocated funds to deliver it. what’s its mission)?
What Is ProductStrategy Exactly? And Why It Matters Productstrategy is a creative act, to “do something new,” approaching an opportunity from a different angle. — Self So what exactly is productstrategy? Why is it important if I have a solid product management team?” I snapped out of la la land.
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. As (digital) product management is a diverse and comparatively young profession, it is completely normal to have gaps or shortcomings in your product management knowledge and skill set.
Product leader Aatir Abdul Rauf outlines questions product managers should ask when crafting a productstrategy. By Tremis Skeete , for Product Coalition Productstrategy continues to be a misunderstood concept and energizes many conversations and debates on LinkedIn. It’s not a vision.
I’ll keep this article not attached to the product itself but in the process of building it and it’s the current process up until now. Alice Product Manager”- Without ProductVision, any direction will be taken. After that, we could talk with each other in terms that we both understood.
Effective KPIs help you understand if your product is creating the desired value for the users, the customers, and the business. Without KPIs, you end up guessing how well your product is performing. Then take into account the product goals on the product roadmap to discover additional KPIs.
Most product managers know how to create a productvision, but that’s not the hard part. The extent to which stakeholders get behind your productvision has everything to do with how the productvision is articulated. What is a ProductVision? Why is a ProductVision Important?
Referring to people as product owners who do not manage a product and do not exercise the right ownership is wrong in my mind: It creates confusion and it sets wrong expectations: Someone who owns a product part cannot take on the responsibility of maximising the product’s value and achieving product success.
You want to be the product that is useable, feasible and valuable to the target audience/customer ie you’re selling yourself as the solution to some specific company’s specific problem. You can stand out from other product managers by applying these skills to yourself. Do you have a Product Roadmap? What is your productvision?
Guest Post by: Lee Atkins (Mentee, Session 7, The Product Mentor) [Paired with Mentor, Jordan Bergtraum]. Truly understanding your customers and finding ways to improve your product is an overwhelmingly daunting task. One method that Product Managers are turning too is the Customer Advisory Board. Get permission first of course.
BTW, the Portfolio CEO is the Chief Product Officer or the manager with the most senior role in product management. Portfolio Vision Portfolio CEO, the first and most important thing you’re going to do, just like the CEO of a company, is establish a “north star” vision for the portfolio. Feeling good? Let’s keep going.
Listen to the audio version of this article: [link] ProductStrategy and Change Strategy means different things to different people, so let me briefly share my definition. A productstrategy describes the approach chosen to make a product successful. Eisenhower, we could say, “Strategy is worthless.
That brings us to the topic of a single market strategy versus strategies for each product and which approach has more strategic benefit to your organization. None of your products on their own deliver the broad impact your customers are looking for. A market strategy does just that. Here’s the $1 million question.
Guiding the development team and stakeholders towards product success requires leadership at three levels: vision, strategy, and tactics, as illustrated in following picture. Consequently, do not neglect the product discovery and strategy work. Leadership at Multiple Levels. Additionally, share the workload.
Guiding the development team and stakeholders towards product success requires leadership at three levels: vision, strategy, and tactics, as illustrated in following picture. Consequently, do not neglect the product discovery and strategy work. Leadership at Multiple Levels. Additionally, share the workload.
You have this grand vision. I know in a lot of feature factories, product teams don’t engage with customers that often. What’s the vision? I think teams often struggle to connect the dots between vision, strategy, and execution or opportunity space , right? She does some course correction here and there.
Then you need to be the product expert with the skills to translate user needs into functional specifications that allow UX designers and engineers to distill them down into build tasks. What you don’t need to worry about is defining the productvision, creating the strategic roadmap, determining market need and financial viability, etc.
I find that many product people are so busy with urgent tactical work, such as refining user stories, working with the development team, or answering a support request, that they neglect important strategic tasks like regularly assessing if the productstrategy is still working. Consequently, make enough time for strategic work.
This is how I would approach improving the product if I were working with them. The top section of our Roadmap outlines our Vision, Challenge, and Target Condition, which reflect the goals outlined in my post on ProductStrategy. It’s meant to align teams across time horizons and goals.
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