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A custom ChatGPT model that helps accelerate product innovation Watch on YouTube TLDR In this episode, I interview Mike Hyzy, Senior Principal Consultant at Daugherty Business Solutions. Instead of focusing solely on today’s customer problems, product teams need to look 2-5 years into the future.
Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech. He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process.
How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. Why study the 19 key activities of software product managers?
For this edition of Product in Practice, were not talking with a product manager, a designer, a UX researcher, or even an engineer. helps its customers monetize their passion and skills and reach their audiences with their own app. We think of People Experience as a subscription product, explains Eva. You can submit yours here.
Speaker: Rebecca Notté, Product Operations Manager and Hannah Chaplin, Director of Product Marketing at Pendo
It can be a real challenge to collect, manage, and understand feedback from customers. And how can you bring the voice of the customer into projects you're already working on? Taking a proactive approach when collecting customerfeedback will answer all these questions and ensure that you are building the best product.
Even more concerning, products typically lose 50% of their innovative value during development as unique ideas get compromised to fit existing systems. Doug offered practical solutions through three powerful frameworks that can transform how teams approach innovation and problem-solving. Doug shared that the average manager wastes 3.5
At this months TPG Live , we explored two of the most persistent challenges in product leadership: How do you build trust and alignment between enterprise users and buyers? How do hybrid product teams stay aligned and effective across time zones and work styles? Want the Frameworks to Apply These Lessons?
How an AI-powered fashion startup achieved product-market fit Watch on YouTube TLDR In this episode, we’re joined by Anya Cheng, former product leader at Meta, eBay, McDonald’s, and Target, and current founder of the AI-powered fashion startup Taelor.
Ruthless prioritization translates to product teams spending time building the right thing at the right time. The objective is to receive feedback and prioritize it internally against (1) company objectives (2)customer pains/experience (3) Quarterly Product OKRs and ship out solutions. . And per customer?
Speaker: Hannah Chaplin - Product Marketing Principal at Pendo & Steve Cheshire - Product Manager at Pendo
Working with customers to improve product feedback management is a major driver of product-led growth. Consulting customers throughout the product development process enables businesses to focus on the features that matter. How to assess customer value. August 11, 2022 at 9:30 am PDT, 12:30 pm EDT, 5:30 pm GMT
December 4th: Continuous Interviewing: Unlock the Power of Story-Based Customer Interviews This webinar is designed to help you better understand what a good customer interview looks like. This skepticism usually comes from those who are still navigating a project-based approach to idea testing. Don’t miss out— register here !
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. Rachel shares actionable strategies for strengthening cross-functional collaboration so growth efforts dont stall.
Have you ever had to talk a difficult customer down from the ledge? For product managers, it’s even more important because we intersect with different people in different scenarios every day with the ultimate goal of aligning the product to the customer and the business. . The framework. Or work with a difficult person, period?
Teeba shared how she applied continuous discovery ideas and frameworks to her job search. Tweet This But at other times, Teeba says it feels like business outcomes are very broad and hard to measure. If she had time, she would ask the recruiter: “What outcome is the business focusing on?” Why did she take this approach?
One that can help product and marketing teams understand what drives users to engage with your product, discover new audiences, test and iterate on new experiences, and quickly measure the impact of investments.
In this episode, he shares some insights from that workshop and his experience in product leadership. Common problems include: Meetings that don’t collect all needed information Difficulty managing different department viewpoints Challenges combining input from multiple sources Time pressures that cut short important discussions 3.
What happens when you build a product or service around what you think potential customers want, only for them to buy something else? For starters, it shows you dont know your customers well enough. But worse than that, it leads to lower revenue, failed products, and plummeting customer loyalty. The short answer: yes.
I was asked to give a ten-minute overview of my continuous discovery framework and then participated in a fireside chat where the host, Cecilie Smedstad , asked me to go deeper in a few areas. I did classic web development before there were frameworks back in the ’90s. What I saw was they were talking to customers periodically.
Instrumentation & RecruitmentSetting the Stage for Effective User Interviews Part 2 (of 5) of the UX Research Playbook series Previously in Part 1 of The UX Research Playbook series, we explored how to set UX research up for success by crafting well-defined research goals within a structured framework.
Ideation, discovery, research, and analysis all inform the development of a product strategy that evolves iteratively as the product team learns more about customers, their problems, and potential solutions. Apply frameworks to define product strategy. Integrate product strategy with the business model of the product.
Transforming userexperience in cars-as-a-service industry through Strategic AI/ML Integrationa UX casestudy. Overview This case study focuses on integrating AI/ML to improve userexperience in the car-as-a-service automobile marketplace. Car Preferences: Customers range from highly specific to completely flexible.
Rather than talking about discovery as one amorphous concept, she encourages product people to think about specific actions they can take to help them chip away at discovery, like talking to customers every week or identifying their assumptions. I recently came across the SPICEY framework by YouTube creator and author Nisha Vora.
How product managers can understand their customers better than anyone else. If you have listened to me before, there is a good chance you’ve heard me say we need to fall in love with the customer’s problem, not our solution. Getting enamored with our solution can distract us from the customerexperience.
If you have four times as many engineers, you’ll be able to go four times as fast, right? . First we agreed framework for product decision making. First we agreed framework for product decision making. At the time of working through this process, my product had just been ‘launched’ after 2 months of private beta testing.
Speaker: Brad Pinneke, VP of Business Development at Payrix and Worldpay for Platforms
From assessing technology capabilities to leveraging business development opportunities, this session will give you a clear, actionable strategy to select the right partner for scaling your business. Save your seat for this exclusive webinar today! 📆 October 23, 2024 at 9:30 AM PDT, 12:30 PM EDT, 5:30 PM BST
The companies leading in sustainability arent just meeting ESG goals; theyre cutting operational costs, improving brand trust, and increasing customer loyalty. Companies are extending product usability through upgradability, reducing waste while maintaining a strong customerexperience. Impact-driven sustainability wins.
Customerfeedback is overwhelming , making it hard to separate signal from noise. Strategies for Maintaining Product Vision Without Losing Adaptability Use a structured prioritization framework (e.g., Communicate trade-offs clearly by tying product decisions to business objectives and user outcomes.
Customer interviewing is one of the most valuable activities a product team can do. It’s simply the easiest, most sustainable way of learning about your customers and what they need. This knowledge gives teams a competitive advantage that compounds over time. What doesn’t count as a customer interview? Tweet This.
A SaaS company I recently worked with had over 50 million active users enjoying a host of great free features. But while they had a premium version packed with even more features, not enough users were biting. So, we did what any good data scientist would do: we started running experiments. But we didn’t stop there.
Think your customers will pay more for data visualizations in your application? Five years ago they may have. But today, dashboards and visualizations have become table stakes. Discover which features will differentiate your application and maximize the ROI of your embedded analytics. Brought to you by Logi Analytics.
User engagement metrics measure how actively and effectively users interact with a platform, product, or service. These metrics help businesses evaluate user interest, satisfaction, and retention. This article explores key user engagement metrics and offers practical tips for improving themetrics. Streaming services (e.g.,
I’m going to take a wild guess and assume that you already understand the importance of mobile in-app feedback tools. You might already have a Voice of the Customer (VoC) program in place that you’re looking to improve, or perhaps you’re just trying to get started. But in truth, there’s never been a better time.
Its nearly impossible to improve a design without feedback from others. Instead, its about determining whether a design meets its objectivesfor users and the business. In this article, Ill share a general 4-step framework I use when conducting a design critique. What user problem does this product solve forthem?
Firstly, Jeff as a new umbrella brand for all the new services will be providing to our customers; Secondly, a new business line called Beauty Jeff was opening the very first venue in Argentina. For product leaders, that means taking a step back to build a team that can be customer-centric and deliver ongoing innovation to the market.
ResearchResearch is the foundation of the product design process. This stage involves gathering qualitative and quantitative data to understand the target users, their needs, behaviors, and pain points. Formulate clear questions that will guide your research activities. Form a hypothesis about user behavior.
However, they suggest that we can simply ask our customers about their willingness to pay. Assessing a customer’s willingness to pay is a critical discovery activity that directly ties to our viability assumptions. But asking customers what they might do in the future leads to unreliable feedback. They fit well.
Mastering the art of customer conversations – for product managers As a product person, you know or at least have heard how important it is to talk with customers. Also, if you are not a complete newb, you also know you can’t simply ask the customer what they want. 6:09] How do we ask customers the right questions?
But at the same time, continuous discovery shouldn’t always be a solo activity. So how do you walk that fine line between experimenting with continuous discovery and keeping your leaders informed and supportive? Niklas Fischerström is the UserResearch Director at Hemnet. “My
Over the last year, companies have had to pivot to digital-first ways of working overnight; supply chains and distribution facilities worldwide have been majorly disrupted; and, in the midst of all this uncertainty, consumers have (understandably) been more anxious and frustrated than ever. Now, it’s second.
You’re gathering customerfeedback, hitting your OKRs, and tracking every metric imaginable. Users churn, innovation stalls, and your team feels like theyre running on a never-ending treadmill. Customerfeedback drives iteration. Customers needs change faster than you can build. And customers?
What product managers need to know about the Targeted Innovation Process Watch on YouTube TLDR The Targeted Innovation Process is a practical framework that helps product managers drive innovation in their organizations. This approach focuses on understanding customer needs, generating quality ideas, and turning those ideas into real value.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. While this description aimed to emphasize ownership and agency in decision-making, it created some misconceptions about the role.
In an era defined by relentless innovation and unprecedented customer expectations, the nature of financial services marketing has changed. Todays customers expect financial brands to deliver deeply personalized, seamless digital experiences at every touchpoint, consistently reinforcing what they stand for.
After years of digital innovation, many financial apps still drown users in dataand miss what really matters: how people feel about their money. At UXDA, we see a radically different path: by applying neuroscience and neuromarketing, weve found that tapping into users emotional motivations can transform their entire financial journey.
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