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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.
Tips for managing global innovation projects Watch on YouTube TLDR In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. Jack brings 20 years of experience managing innovation projects at companies like Sony Ericsson and Logitech.
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. Thats where the Productside Blueprint comes in.
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.
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]
At this months TPG Live , we explored two of the most persistent challenges in productleadership: 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?
In this episode, he shares some insights from that workshop and his experience in productleadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts.
Instead of acting as a sole decision-maker, today’s product managers need to excel at facilitation, stakeholder collaboration, and building trust across teams. This shift reflects a deeper understanding of how successful products are built in modern organizations.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. These moments can be politically challenging, as they require balancing the immediate demands of stakeholders with long-term product goals.
Let them sponsor your efforts at firstlike a borrowed VP badge. If your buyer is another product manager, treat them like an external customer. One participant worried: Leadership is anti-product. Rogers take : Win them over with real user insights. Investigate their request with quick user feedback.
Product analytics refers to the process of gathering and analyzing data on how users interact with a product. It tracks key metrics such as feature usage , user flows, and behavior patterns to explore user preferences and pain points. Why should you have a product analytics strategy?
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
When pitching early ideas, pay attention to specific actions customers want to take, like asking about pricing or requesting to start a proof of value (POV). These are stronger indicators of interest that tell you they really want your product, versus general positive feedback. It also serves over 45% of the Fortune 100.
Building without validating wastes time. In this episode of How I PM, Michael Ionita, CEO of LFG Solutions and YouTuber, shares practical ways to test your product ideas before writing any real code. Michael’s Four Keys to Testing Before You Build: Run Painted Door Experiments Present a clickable version of a future feature.
If your product is stagnating, if youve ever felt stuck despite following best practices, it’s time to face an uncomfortable truth: the rules you’ve been following may be holding you back. If you’re ready to stop playing by outdated rules and start driving real impact, it’s time to rethink your approach.
Read the full article: [link] Your subscription unlocks: Weekly deep dives on productleadership and decision-making Proven tools and case studies to strengthen your execution Access to mentorship and resume reviews at higher tiers What’s the hardest “no” you’ve had to deliver as a PM — and what did you learn from it?
In today's fast-paced product world, having a sharp product sense isn't just an advantage—it's a necessity. But how do you hone this crucial skill when faced with conflicting data, unsupportive leadership, or an over-reliance on gut feelings? Best metrics for measuring product success Are you measuring what truly matters?
Leadership tells us the big projects they’ve decided to do, it’s up to us to elaborate and execute.” ” This is a common situation for a lot of product managers. Here’s an example – A company is growing by acquisition, and is now faced with the integration / consolidation of two different products.
Customer support teams hear everything. In this episode of How I PM, Pedro Moreno, head of products at Serasa Experian, shares how product managers can create a direct channel to support and use it to drive meaningful improvements.
In product roadmaps, this approach means taking a step back before diving in. First principles help you focus on the fundamentals — like the value you want to create, the outcomes you’re aiming for, and what your users actually need. It was clear we weren’t delivering a productcustomers loved.
Product quality is shaped as much by what you remove as by what you ship. Feature bloat slows teams down, confuses users, and hides the real value of your product. But most teams avoid removals because they feel risky, political, or like an admission of failure.
Building trust with stakeholders isnt just a nice-to-haveits essential to preventing failed product launches due to poor stakeholder management. Without trust, even the most well-thought-out productstrategies can face pushback, leading to misalignment, delays, and increased risks. Lets identify what works best for your team.
Prioritization is where productleadership gets tested. Balancing technical constraints, stakeholder agendas, and long-term goals is hard. Even experienced PMs get stuck in opinion-driven debates or lose clarity under pressure.
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 how shes helped SaaS products scale from $1M to $10M in a year. Dont miss Rachels insights.
For product managers, this complexity means adopting a more strategic approach to ensure your product meets customer needs, aligns with organizational goals, and delivers measurable value. Use this data to gain detailed insights into your target segments, emerging trends, and customer feedback.
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. Someone who thrives in ambiguity and can translate complex problems into clear, actionable strategies. Who would be a bad fit for this job?
A well-executed competitor analysis helps us anticipate and respond to threats, identify opportunities, and ultimately deliver greater value to our customers. Importantly, competitor analysis is not the same as a product comparison. Two different products can address the same customer need in different ways.
Why is trying to be better than competitors usually a losing strategy? What pricing experiments actually move revenue? Diagnose first, then market: Use Krithika’s DATE framework (Diagnose, Analyze competitors, Take a different path, Experiment) to find the biggest growth constraint before diving into execution.
Saying no to leadership Prioritizing customer needs over politics Aligning cross-functional teams These challenges do not reflect a lack of skill. They require balancing diplomacy, data, and leadership under pressure. Most PMs struggle with three things at some point.
The Growth Stage of the Product Lifecycle (Part 3) By Jana Paulech At a Glance The growth stage of the product lifecycle begins after achieving product-market fit, requiring sustained exponential growth and a strong, evolving value proposition and positioning to capture and expand the target market.
It’s time to rebalance the conversation. Because the future of productleadership isn’t just about systems, it’s about the people who power them. Every day, product leaders review dashboards, chase new tools, and budget for the next big platform. Why the Imbalance? How Do We Fix It?
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. What do you do?
“If you’re not adding things back in at least 10% of the time, you’re clearly not deleting enough.” — Elon Musk There are moments when you hear something so simple yet profound. I’ve always worked double time to save space on the roadmap and simplify things. of users accidentally used this feature once per year. They never work.
Thats why Ive curated a list of three top product manager openings at data-driven companies, along with standout candidates who are ready to make an impact. Whether youre hiring or job hunting, this roundup is designed to save you time and connect you with the best options available. Someone with a more traditional PM experience.
Brought to you by: • WorkOS —Modern identity platform for B2B SaaS, free up to 1 million MAUs • Paragon —Ship every SaaS integration your customers want • Vanta —Automate compliance. Simplify security — Shreyas Doshi is a former product leader at Stripe, Twitter, Google, and Yahoo.
It means creating space for experiments, reflection, and learning – even when things dont go as planned. Innovation doesnt mean chasing every idea or launching fast for the sake of it.
Salesforce: Senior Product Manager – Mobile Integrations Lead Salesforce’s office. Salesforce Field Service is a market leader with customers including many Fortune 500 companies. Their customers rely on their offline-first mobile app to guide them through complex fieldwork. Who would be the best fit for this job?
In 2025, customers wont just buy productstheyll choose the ones they trust. With privacy concerns, AI-driven decisions, and increasing competition, trust is becoming the ultimate differentiator for PMs who want to build lasting customer relationships. So, how can product managers proactively build and protect trust in their products?
And when budgets are tight, leaderships not going to hire three different people when they can find one PM who can wear multiple hats. Theyre efficient, versatile, and able to reduce friction across the product lifecycle. What is a Hybrid Product Manager? A whopping 98% of new PM openings are for experienced hires. Not anymore.
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about productstrategy and product roadmap disruption, direction, and progress. The sail: Stands for strategy and roadmaps â the elements that must be constantly adjusted to maximize momentum.Â
By understanding and applying these concepts, product professionals can enhance their skills, increase their influence within their organizations, and create products that truly resonate with customers. Product Innovation Management Product innovation management serves as the foundation for all other knowledge areas.
The role will lead a team of PMs and be responsible for increasing the daily active usage of the browser through improving user engagement, retention, and activation. Some mostly focused on the users rather than the technical side of things. A risk-averse Product Manager. Someone with no people management experience.
Power 1: Customer Intimacy (No, AI Cant Do This for You) Toms first point was blunt: Theres one thing at least right now that Im not going to trust AI forand thats customer intimacy. PMs need to be talking to customers directlyfrequently, intentionally, and with real curiosity. Make time for one voice-of-customer call a week.
Neglecting either side leads to failure—either insecure products or crippled userexperiences. “NLX is the new UX”—design language interfaces deliberately: Natural language experience (NLX) isn’t just “talking to a model.” Mastering this balance is a distinct, crucial skill.
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