Remove Customer Experience Remove Product Manager Remove Reporting Tools Remove Support Training
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Two Development Team Configurations I Lobby Against

Mironov Consulting

Product management doesn’t run Engineering; Engineering runs Engineering. And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn.   Not everything that’s reported as a bug is a bug – or should be fixed.  Customers

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I’ve abandoned “MVP”

Mironov Consulting

Not to stop doing validation, discovery, prototyping or experiments they may associate that that acronym, but to remove the label from all of their docs and presentations and talks. To delete the letters MVP from roadmaps and product charters. Engineering and Product are written off as intellectual time-wasters.

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How to Decrease Beta Testing Costs by 40%

Centercode

You need thorough test coverage before release — that is, you need to see how your product’s features and functions perform with real customers in their actual environments. In the months before a product launch or new release, opportunity costs run rampant. Product Managers.

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GDPR: Who Should be Your Data Protection Officer?

Mind the Product

The GDPR will also apply to countries outside the EU who have customers within the EU. TalkTalk was fined £400,000 in 2016 for failing to have appropriate technical and organisational measures in place to secure its customers’ personal data, and for keeping their personal data for longer than necessary. The right of access.

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Designing an Organization for a Product Approach, Part 2

Johanna Rothman

The senior manager has P&L (Profit and Loss) responsibility for the entire product line, including Product Management (for this product line), Customer Support, Training, etc. So that the senior manager can decide on the mix of products and services as a product line.

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Why Your Entire Company Should Talk with Customers Weekly

Amplitude

Everyone in your tech company should spend time with customers weekly. Helping everyone in your organization regularly engage with customers—specifically team members in non-customer facing roles—is powerful and even transformative. We shared learnings and customer stories from the experience regularly.