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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.
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?
Product leaders know that career growth isn’t always linear—stepping into leadership or establishing a product management function can be as complex as it is rewarding. Moving Beyond the Individual Contributor: Elevating Your Impact as a Product Leader Transitioning from an IC role to product leadership is a defining moment in your PM career.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. How do I make a difference?
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
When was the last time you trusted a roadmap to show you where the product could go and how the teams might get there? Because most roadmaps are at least five years long, teams are frequently unable to see the next set of essential features. Can your customers rely on your roadmaps to find out when new features will be released?
Leadership or investors push for short-term wins that conflict with the roadmap. Customer feedback is overwhelming , making it hard to separate signal from noise. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions. How can I get hands-on experience?
Shes just come out of a leadership briefingand its not good news. As the wellness market grows more competitive, WellNests product managers are under increasing pressure to deliver features requested by sales, executives, and enterprise clientsoften with little time to step back and assess strategic impact.
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. Customers dont care about data structures. As Tom put it: Clarity beats polish every time.
How first principles can help you design product roadmaps from the ground up. Product roadmaps are no exception. Creating or even updating a product roadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
Despite her years of experience, Jane realized something critical: even seasoned PMs need a plan to establish credibility in a new environment. How to Get Started: Audit the Product Backlog: Pinpoint low-effort, high-value opportunities to drive quick results. But within a month, she felt like she was treading water.
You’re Stuckand It’s Because You’re Playing by the Rules In product management, youve been told to follow the rules: stick to the roadmap, build consensus, and hit your OKRs. As can be easily found in many organizations: Roadmaps trap you in outdated plans. Rule 1: Trust the RoadmapRoadmaps are your comfort zone.
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. For instance, let’s say you find that users aren’t realizing the value of your product.
Figure 2: The People Involved in the Strategy Work The team in Figure 2 consists of the person in charge of the product, a UX designer (for end-user-facing products), an architect/programmer, and a tester, as well as the key business stakeholders. 3] This leverages their expertise, creates strong alignment, and maximises buy-in.
Customer support teams hear everything. Review support conversations regularly Look for patterns in user struggles, confusion, and pain points. Use insights to drive product improvements Support-based feedback can guide roadmap changes, de-risk decisions, and increase customer satisfaction.
What WellNest needed wasn’t another roadmap or velocity boost. Customers were disengaged. It’s built around five phases: Context: Understand your business, market, and customer landscape. Investigate: Learn what your customers actually need through research. Create: Prioritize, align, and build a strategic roadmap.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. However, just because customers want them doesnt mean theyre delivering the level of differentiating value your organization needs to meet its own goals.
In this Roadmap to Mastery article from The Product Way Patreon , we focus on one of the most essential, high-stakes skills in product management: knowing when and how to say no — and making that decision stick. Saying yes is easy. Saying no is what separates strategic product leaders from the rest.
For more: Lennybot | Podcast | Hire your next product leader | My favorite Maven courses | Swag Subscribe now Last week’s guest post about tactics for becoming a “super IC” is on track to being my most popular post of all time, so I’m thrilled to bring you a follow-up that’s designed specifically for managers.
Meet Brian Fugere , a pro whos navigated the high-stakes terrain of M&A more times than he can count. Brians story might just save you from burning months (and morale) the next time your team heads into merger territory. Sometimes you buy a rival to scoop up its customers or to leapfrog into a new market segment.
Product managers push for roadmaps. Somewhere in the middle, customer needs get lost in translation. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. That gap needed a full-time product manager to bridge it. Guy doesnt sugarcoat this dynamic.
Youve aligned the roadmap. Read it now on The Product Way Patreon : [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon. Youve got the stakeholders in the room. But still things stall. Because alignment isnt enough.
What does it really take to build a business around customerexperience? In a recent episode of Behind the Strategy: CX Leadership in Action , Alchemer CMO Bo Bandy sat down with Company Sage CEO Andrew Pierce and COO Jeff Cummings to unpack how they’ve turned CX into a strategic advantage. So we over-delivered.”
The Customer Service Gap Model By ADRIENNE TAN In competitive markets, delivering superior customer value is a top priority. It’s not just about creating a great product—it’s about ensuring the entire customer journey, from initial interaction to post-purchase support, exceeds expectations.
How Companies Are Funding User Research in 2025: Insights from the User Interviews Research Budget Report User Interviews 2025 Research Budget Report is a crucial resource for understanding how modern organizations are approaching the financial side of user research.
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. At the company level, the mission and vision is typically articulated by the founders/CEO and tends to be durable over time.
Feature bloat slows teams down, confuses users, and hides the real value of your product. This new Patreon-exclusive article in the Roadmap to Mastery series explores how to lead feature removals with evidence, clarity, and confidence. Product quality is shaped as much by what you remove as by what you ship.
Throughout his more than 10-year career, Tal has actively chosen to stay an IC and, over that time, has honed a set of productivity practices that give him tremendous leverage and impact—beyond what many traditionally believe ICs can achieve. In other words, he’s become a “super-IC.” With everyone watching.
Leadership tells us the big projects they’ve decided to do, it’s up to us to elaborate and execute.” Merging into a single customer base, looking for cost efficiencies from a combined team, increasing profits because of the reduction in price-competition in the market. “I don’t get to set the direction.
Prioritization is where product leadership gets tested. This new Patreon-exclusive article in the Roadmap to Mastery series explores how to lead prioritization with structure, confidence, and buy-in. Balancing technical constraints, stakeholder agendas, and long-term goals is hard.
Theres something that happens when you sit in a post-sale leadership seat long enough. In roadmaps. But heres the mindset shift were inviting you to make today: Your customers dont experience your company through departments, job titles, or tech stacks. Heres the truth: enabling your customer isnt owned by just one team.
Because todays users wont waittheres always a smarter, faster and more useful app waiting to take itsplace. Written by Alex Kreger and UXDA team Industry Disruption UXDA has witnessed how quickly markets can shift when a more compelling digital experience arrives: Netflixs streaming overtook Blockbusters rentalmodel. billion in 2020.
Another, a long time PM lead, was weighing a move back to an IC role after a layoff. Try this exercise: Take your current roadmap and ask "Why?" three times for each initiative. This proactive approach can spark valuable conversations and align your team's efforts. Maya's experience isn't unique.
In todays product environment, questions are your sharpest tool for uncovering user needs, guiding teams, and influencing outcomes. In our newest Patreon-exclusive Roadmap to Mastery article , we explore: The types of questions that unlock clarity across customers, teams, and stakeholders.
This guide distills the key lessons and actionable strategies from my journey, offering you a roadmap to navigate your own career pivots in the tech industry. Be Open to Adjacent Roles : Starting in CRM account management gave me invaluable customer insights to share with the product team. to offer 24/7 coaching services.
Whether you are launching a new feature, entering a new market, or improving customerexperience, it takes a symphony of teams. Why Cross-Functional Collaboration Matters Product leaders operate at the intersection of business goals, user needs, and technical realities. Designers need time for exploration.
We optimize our time instead of designing it. That’s why I wrote this week’s Roadmap to Mastery article on The Product Way Patreon. It’s a practical reset that helps you step back, reclaim your time, and refocus your energy on what truly drives impact. And that starts with how we spend our time. We shape outcomes.
Conversely, if the userexperience heavily relies on a graphic user interface, the larger the gap for the product designer toaddress. Often, the differences between these approaches are difficult to prove until they are implemented, delivered to customers, and their real-world usage is observed.
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. An individual with excellent communication skills, adept at influencing both user-facing and partner-facing stakeholders.
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.
My kids could definitely eat healthier and have their screen time managed better (or at all), and I don’t always happily accept these compromises. One such area is roadmap planning. Even if everyone understands that planning takes time and that ideally we should start at the top, sometimes you simply don’t have the time to do so.
A well-executed competitor analysis helps us anticipate and respond to threats, identify opportunities, and ultimately deliver greater value to our customers. Two different products can address the same customer need in different ways. Step 5: Compare Competitors with Your Offering Now its time to interpret the data.
Hybrid work, AI integration, and rising customer demands are reshaping product management. Read it now: [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon. How are you preparing for the future of product leadership? But this is just a glimpse.
In this week’s Roadmap to Mastery article on The Product Way , I dive deep into the structural forces that cause even high-performing product teams to burn out and what you can do to stop it before it spirals. Join The Product Way to access this article and the full Roadmap to Mastery library. And it’s not personal weakness.
It’s time to move from box-ticking to behaviour-shifting. A leadership team wants sharper focus. OKRs (Objectives and Key Results) are a goal-setting framework used by teams and organisations to align effort with strategic priorities. Tie them to planning, roadmaps, rituals, and retros. Start small. Anchor to strategy.
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