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Atif brings valuable insights from a recent PDMA executive workshop where leaders discussed their real-world challenges with strategic decision making and innovation strategy. In this episode, he shares some insights from that workshop and his experience in product leadership.
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.
No matter what role you playproduct management, marketing, sales, customer onboarding, or account managementif your starting point isnt quantifiable customer value, fuhgeddaboudit! Align every part of the company to the customers most critical business goals (that are actually relevant to what you do) first. End of story.
Initially, the objective might be to acquire users and start generating revenue. Take PowerPoint, for instance, which changed from a humble presentation tool to a product that offers real-time cloud-based collaboration and AI-powered content and design creation. Its business goals are likely to change, too. But it’s not enough.
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.,
Its goals describe the user and customer benefits the entire portfolio should create and the positive business impact it should achieve. The goals are larger, and the time frames are usually bigger. A question I often get asked in my workshops is, How detailed should a portfolio roadmap be?
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.
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.
Too many discovery efforts fail silently. Discovery is the process of researching, understanding user problems, and validating ideas before building solutions. The discovery phase is essential for ensuring that teams focus on real customer/user needs and avoid building unwanted features. Not alignment. Clarity compounds.
Building on my previous post on Product Sense , at my Reforge workshop on Sharpening Product Sense , I revealed how top product minds transform market whispers into winning decisions. Failing to incorporate AI considerations into product sense can lead to missed opportunities and eroded market position. The secret? link ) Want to grow?
For Black History Month, wed like to take the opportunity to shine a spotlight on some of our friends in the Customer Success (CS) space, who are making waves and establishing themselves as powerful leaders and change agents. Over the past 20 years, she has dedicated herself to the world of Customer Success and CustomerExperience.
Our goal is to create a more user-friendly and efficient application. We conducted joint workshops to discuss trade-offs, explore alternative solutions, and ensure everyone understood the projects scope and constraints. By analyzing our experiences, weve identified and implemented several process enhancements.
Embrace every hurdle as a stepping stone to incredible opportunities The Kings Speech(2010) Many colleagues are hesitant to apply for the position they actually want. Years ago, in my free time, I was heavily involved in street danceHip Hop, Popping, Locking, House all the good stuff. Its the same with applying for a new position.
Notion and Slack are the CRM and customer support surprises. We’ll include GitLab next time to get a better sense of its use too. VS Code has established a strong position among engineers, with a 48% adoption rate. And as you’ll see below in the section on switching tools, users aren’t happy about using Teams.
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. Someone with no people management experience. Who would be a bad fit for this job?
White hat designers In Part 1 of this story, we explored how a lone in-house design generalist can free up time and resources by offloading routine UI maintenance tasks to web engineers. So, what can a newly liberated product design generalist do with all that reclaimed time? So is there a way out?
And, the research is done sometimes to the workshops I deliver. So we have technical solutions that don’t necessarily solve a customer problem. Maybe they didn’t build enough capacity for the number of new users for a business application because they didn’t understand the business forecast.
Tali Melchior , Director of Product Management at Texthelp , was first inspired to experiment with opportunity solution trees in a previous role. Then when Tali moved to her current position, she brought her opportunity solution tree knowledge along and adapted it to the new setting. It was a great experience,” says Tali.
It helps people understand how their work relates to a bigger whole and how their efforts create a positive change. It also allows you, as the person in charge of the product, to understand if dedicating your time and energy to the offering is worthwhile and sustainable. Visioning Workshop Attendees.
The first one carries the risk of being a feature broker and offering a product that has a weak value proposition, gives rise to a poor userexperience, and consists of a loose collection of features. While this definition includes users and customers, I use the term in this article to refer to the internal business stakeholders.
Level two increases empowerment by adding the authority to determine the features and userexperience the product should offer. At the same time, I believe that it is important to look at things the way they are. It’s the first step to bring about positive change. You are not in a position to decline feature requests.
I view it as an entity that creates tangible value for users and possibly customers as well as the business. Once you’ve identified and selected a specific product, you can take the next step and determine the people who are required to create or progress it and generate the desired user and business benefits.
There is no point in worrying about the product details and writing user stories if a sound product strategy is missing. The product vision describes the product’s purpose, the ultimate reason for creating it, and the positive change it should bring about. But what exactly is a product strategy?
When you become a head of product, you move into a line management position. But others find it hard to no longer be actively involved in making product decisions, regularly talking to users, engaging the stakeholders, and working with development teams. Creating and validating a product strategy including market and user research.
Visual storytelling makes a huge difference for businesses because audiences want to get to know the brands they’re buying from, but they often don’t want to take the time to read content that delivers authenticity and transparency. Custom illustrations convert seven times better than stock imagery.
She coaches teams using my Continuous Discovery Habits curriculum and is helping me bring the Continuous Discovery Habits workshop to more companies. A well-defined outcome provides a focal point for the product team and serves as a guiding light for their discovery efforts. Help me in welcoming Hope as an official author. Grow margin.
Doing so has a ton of benefits, including: More competitive edge: Concerted efforts around creativity and innovation allow your teams to develop new products/services that better meet customer needs and help keep you ahead of the competition. This flexibility can help your organization stay relevant and competitive over time.
If you’re a workshop leader or meeting facilitator, at some point you’ve probably observed the not-so-fun energies of resistance and aversion among your participants. The truth is, the workshopexperience is going to be a waste of time if it isn’t grounded in a well-thought-out design.
And if you’re trying to guide your teams toward being more empowered and autonomous, this is a process that takes dedicated time and commitment. She regularly shares her learnings and insights on LinkedIn and recently took some time to chat with Teresa for this Product in Practice about her teams’ experience with continuous discovery.
All customer testimonials pretty much follow the same blueprint. Customer background. The problem the customer was facing before our solution. Benefits to the customer and success metrics. The Playbook: Customer Testimonials: The Wheel That’s Missing. Your New Blueprint for Customer Testimonials.
In a recent poll, many of my fellow facilitators shared that the most challenging part of designing a workshop lies in picking the right methods and activities to apply, then pacing against them. It’s our job to get them from A to B, ideally using the best-fit activities to help solve the problem at hand (and without running out of time).
I learned a lot about product positioning long before I ever stepped into a product marketing role. I think of demos as verbal product positioning. The Product Positioning School of Hard Knocks Early in my pre-sales demo career, I had some demos where my audience was totally engaged and it felt like I hit it out of the park.
The product vision describes the ultimate purpose of a product, the positive change it will bring about. Ethical : A good vision gives rise to an ethical product , a product that truly benefits its users and that does not cause any harm to people and planet. Listen to this article: [link]. What is the Product Vision?
Describing the early phase of her discovery journey, Leann says, “Thinking back to where we started, it was in two areas—doing more interviews with our users and focusing on opportunities instead of solutions.” We started continuous discovery in two areas—doing more interviews with our users and focusing on opportunities instead of solutions.
Be sure to understand why those things are important to the success of the organization beyond the benefits to the users. Create marketing materials and sales tools that tell the story and use them in every facet of your marketing and sales efforts. Add in customer success stories to ice the cake. It’s a marathon, not a sprint.
Using a feature-based roadmap that fixes the product functionality for the next, say, twelve months therefore risks creating a product that offers the wrong functionality and creates little value for the users and customers. 1] Make sure that the goal states the positive impact you want to make on the users/customers and the business.
But the concepts don’t mean much if you’re not making real changes to the way you work—whether it’s how often you talk to customers , what you discuss in your conversations with them, or what you do with those findings. For this first post, we spoke with Rebecca Klee , a UX Researcher at Optimal Workshop. What tools are they using?
Does your product positioning need to be different than your sales narratives? The short and simple answer is no, but it’s highly dependent on how your product positioning is constructed. No salesperson would ever use our product positioning dialogues when talking with prospects and customers.
There are two main reasons for this: First, we have a demanding, multi-faceted job that requires us to carry out diverse tasks—from shaping the product strategy, providing input to the marketing collateral, analysing user data, to crafting user stories together with the development team. Tip #2: Do One Thing at a Time.
Effective KPIs help you understand if your product is creating the desired value for the users, the customers, and the business. To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the product strategy to select an initial set of indicators.
You should be able to confidently say why users would want to use your product and why it is worthwhile for your company to invest in it. In other words, you should have valid answers to the following questions: Which user problem will the product solve, or which benefit will it provide? How will it create value for the business?
Our participants included: A user researcher at a Budapest-based multinational telecom company. Their team was previously fully in-person, and their customers range from younger to older, from digitally mature to less tech-savvy people, who were difficult to reach with remote research methods. Here is what we found .
PDMA is a global community of professional members whose skills, expertise and experience power the most recognized and respected innovative companies in the world. Through his talks and interactive training workshops, Dan helps companies build great products and strong product teams. Target customer 2. Value proposition 4.
Also known as Product Intuition or Product Instinct or Product Taste, it is the idea that you can use your own judgment to (1) accurately predict what your customers need, want and value, and (2) design and ship the right solution for them. I have experienced this many times on both sides, as the receiver and the critiquer. Who has it?
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