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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.
a time for reflection, community, and gratitude—values that resonate deeply with the dynamics of product management. While strategy, vision, and execution are critical, there’s a powerful leadership principle that’s frequently overlooked: gratitude. It is Thanksgiving season here in the U.S.,
How Do You Stay True to Your Product Vision While Adapting to Market Realities? The Challenge of Balancing Vision vs. Market Demands Why Product Vision Often Gets Lost Product leaders start with a bold vision, but execution becomes difficult when: Market conditions change , requiring fast adjustments.
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.
Featuring an engaging discussion with Inis Hormann (Marketing Director Germany, Cepheid) and Steve Kury (Leadership Development Consultant, SHK Leadership Consulting), the session provided actionable insights for PMs at every level. The Future of PM Leadership As we approach 2025, product management roles are transforming.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. Often, these requests are made without supporting data or customer feedback, which can create tension between PMs and top-level executives.
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.
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. Everyones Pulling in a Different Direction When theres no shared vision, product, engineering, and business teams fill in the blanks differently. Customers dont care about data structures. They care about impact.
Today we’ll learn how to overcome some of those challenges from a product leader with experience at Target, McDonalds, eBay, and Meta, and now as Founder and CEO of Taelor. Through market research, she discovered her ideal customers weren’t whom she initially expected.
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.
The discussion explores practical applications of AI tools like ChatGPT and Claude in product development, including MVP refinement, customer testing, and marketing content creation. However, Mike emphasizes the importance of balancing AI capabilities with human oversight, warning against over-reliance on AI.
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.
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. Since then, its become one of the most popular product vision and strategy tools.
And today, we’re going to look at the same topic, but from a leadership and stakeholder standpoint. And so it’s really easy to believe: “I have a lot of experience with this. Where does that experience get to come into play? A lot of times the leaders want that control. I know more than these teams.
One of the most critical, and most overlooked, skills in product leadership isn’t technical or even strategic. That experience taught him what so many leaders learn the hard way: if your stakeholders aren’t with you, your plan doesn’t stand a chance. The same customer empathy skills that help you understand external users?
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.
The criticisms raised in the article—many of which stem from anecdotal frustrations and surface-level observations—overshadow the reality of a role that has become indispensable in delivering value to customers and businesses alike. It’s a job that requires influence without authority, empathy without favoritism, and vision without control.
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. Product managers push for roadmaps. Engineers push back with technical constraints.
Your job as a product manager is to make sure designers and engineers have crystal clear targets for customer value they can easily hit. Staples of the Product Manager Job Description Most product management job descriptions still list responsibilities for vision, strategy, customer discovery, growth mindset, thought leadership, etc.,
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. From surfacing hidden landmines during due diligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. We gained huge time savings and cross-team talent mobility.
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.
88% of product managers feel stressed often or all the time. 52% of product managers time is spent on unplanned activities. 56% of product managers feel their team lacks necessary skills or experience. The New York Times found it took 12–18 months for engagement to rebound after layoffs. What are the alternatives?
This openness encouraged deeper discussions within the team and helped clarify the project’s direction, ultimately aligning everyone on the vision. 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).
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. Product strategy sits in between the mission and vision and the plan, either at the company level or at the team level.
But how do you hone this crucial skill when faced with conflicting data, unsupportive leadership, or an over-reliance on gut feelings? It’s great if customers are signing up for your free trial at rates exceeding expectations. If you caught the prior newsletter , you'll remember the first five themes.
Tobi remains deeply technical, frequently coding alongside his team, and is known for his unique approach to leadership, product development, and company building. But true growth comes from setting yourself up for success in the long run, shaping your company’s role in the ecosystem, and building trust over time.
But when you build strong relationships, you create alignment, accelerate decision-making, and drive better results for your users and your business. Companies that implement structured engagement strategies reduce post-launch feature change requests and accelerate time-to-market through improved alignment and collaboration.
He is known for his “extreme dogfooding” ethos—personally completing almost a thousand Uber driving and delivery trips to sharpen his product insight and user empathy—and his “ship, ship, ship” mantra, which drives rapid iteration across Uber’s global teams. Quick Uber etiquette tips.
Brought to you by: • Eppo —Run reliable, impactful experiments • Airtable ProductCentral —Launch to new heights with a unified system for product development • Sinch —Build messaging, email, and calling into your product — Ivan Zhao is the co-founder and CEO of Notion.
This guide breaks down the essentials: Customer Insight, Market Analysis, Organizational Impact, and Technical Mastery. Share People-First Leadership 2. Someone with a growth mindset views intelligence, abilities, and talents as learnable and improvable through effort. Want to level up your product sense? link ) Want to grow?
Theres something that happens when you sit in a post-sale leadership seat long enough. But heres the mindset shift were inviting you to make today: Your customers dont experience your company through departments, job titles, or tech stacks. They experience your company aswell, your company (and product) as one journey.
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.
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. Product managers must address these factors to ensure the product aligns with changing market conditions and customer needs, even as the company evolves.
PMs are often celebrated for their vision, decisiveness, and ability to ship. In todays product environment, questions are your sharpest tool for uncovering user needs, guiding teams, and influencing outcomes. But what if the real differentiator isnt having the answers… its knowing what to ask? can shift your entire strategy.
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.
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.
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.
Brought to you by: • Enterpret —Transform customer feedback into product growth • Vanta —Automate compliance. With experience as an engineer at the New York Times and as a designer at Dropbox and Square, Karina has a rare firsthand perspective on the cutting edge of AI and large language models.
For the first time, I wasn’t designing something to be built. We’re asking, “What’s the best experience, and how can I deliver it myself?” User-centred. As AI removes technical bottlenecks, designers aren’t just stepping into builder roles — they’re stepping into product leadership. It was the shift in perspective.
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. Treat it as a learning loop OKRs take time to master. Start small. Anchor to strategy.
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