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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.
It’s often more common to see project-based user research rather than an ongoing, iterative discovery process.” I made sure to think about both the end customer experience and the tax expert experience,” says Teeba. This one focuses on customer support within the platform. Click the image to explore the full Miro board.
It sounds simple, but that doesn’t mean it’s easy. – Tweet This While many product teams want to talk to customers every week, they struggle to make this a reality. You’ll hear how Orbital addresses many of their needs and helps the HiveMQ team generate a steady stream of customers to speak with every week.
1 ] In fact, some people argue that product leadership can only be exercised by a management role. Leadership can therefore be exercised without being a boss. The leadership they exercise is called emergent or lateral leadership.[ The leadership they exercise has been assigned or granted by the CEO or another executive.
Speaker: Christian Bonilla, VP of Product Management at UserTesting
Every product team wants to build things users love. How to surface feedback misalignment and recognize when it’s time to pivot. The goal may sound simple, but it’s hard to do. It’s why breakthrough products rarely happen by accident. Rather, they start with a strong product vision.
Measuring design outcomes is a vital exercise that every product team should practice. Outcome Level Measures the impact on the customer and business outcome. Outcome Level Measures the impact on the customer and business outcome. User experience: Measure how UX research impacts the user experience.
Tips for creating customer use cases – for product managers Today we are talking about how to create and use customer use cases to guide product design. Summary of some concepts discussed for product managers [6:35] What is a customer use case? 8:36] How do we create a customer use case?
These days, many companies offer a knowledge base for their customers to use. The self-service aspect of knowledge bases makes them natural time-savers for users and businesses alike. It should be part of a larger customer success game plan to help your users achieve their goals through expert use of your tool.
We’ve all seen it: Disgruntled customers taking to the app stores to gripe about something that has literally nothing to do with the mobile app experience. Unfortunately, app store reviews are often the only easily-accessible place (aside from social media) for customers to air their grievances. What kind of feedback do I want?
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.
When we were writing this post, we did a little research to see what other brands were saying about mobile customer experience. Instead, here are some tangible, actionable steps you can take back to your team today to build a stronger mobile customer experience that helps you stand out from the competition and build long-term customer value.
We perceive strategy from the management as the gospel – Usually the opposite, a good leadership team usually expects the individual contributors to provide iterative feedback. Some fundamental principles I found helpful when starting this exercise, Keep it short and sweet so that you can quickly memorize the core message.
There are four key things that Design Thinking helps me accomplish: Getting closer to the customer Turning insights from customer research into action Driving collaboration Experimenting and iterating Design Thinking is a common framework that helps me communicate with other folks and get everybody on the same page. [5:09]
Recently, Hope Gurion walked through three scenarios where she argued teams might benefit from including customer segments on their opportunity solution trees. Scenario 1: Uncovering Potential Customers. Finally, the key insight that this team learned was that customer satisfaction across all three roles does not drive retention.
Here are four examples: Joe, the sales rep, has promised a feature to an important customer without first talking to you—the person in charge of the product. It is therefore important that you exercise leadership and address the people issues you are encountering even if this can be challenging and require courage at times.
The project, intended to improve customer satisfaction and reduce operational costs, was plagued by missed deadlines and escalating budgets. An in-depth review revealed that misaligned goals between IT and customer service teams, coupled with outdated processes, were the primary issues. Or consider a fitness goal.
A feature owner who manages a major capability with which end users interact like search and navigation on an online retailer’s website. The role is not called product administrator, feature broker, product backlog manager, user story writer, or project manager—even though that’s sometimes how it is interpreted. Word is the product.
Below is a brief overview of the framework that I use and a few signs of where you should start if you want to run this exercise yourself. This holistic approach not only streamlines operations but also enhances the team's ability to deliver value to customers and stakeholders.
My career has been focused in media: I’ve worked at news organizations that have had over 20 million users a month (and some with more than 20 million users a day!). How do you write personas to match that many users? Take time to research your user base and identify themes outside just demographics or location.
As a fellow Product Talk coach, Hope Gurion uses opportunity solution trees with customers on a regular basis. How do you represent different customer segments on an opportunity solution tree? It’s easy to get overwhelmed when interviewing customer after customer. They have different types of customers. Tweet This.
Moving from product concepts to execution requires the steady guidance of a product manager to listen and understand the needs and wants of the organization, the teams involved, and the users for whom the product is being built. The value that your product brings to your users comes from taking the vision of the user your team has assembled.
We then jammed those models into our platform so that customers could access the outputs in many ways.” We’ve onboarded many customers onto our predictive suite and every time we get the same question: ‘How can I test that it works?’ Asking the customer to use a service that makes decisions for them means asking them to trust you.
Of course, your goal is to get more and more users and engage them with your application. But how can the user experience of your product help? How can you measure if your users are engaged? How can you measure user experience? The last round of user tests showed the prototype was seamless and easy to use.
In the product world, that means our customers and our end-users. Imagine a single person who represents your target user or customer. For example, with my coaching business, I don’t want to define my target customer as a head of product. Ignore everyone who doesn’t match your ideal user or customer.
It’s no wonder we end up with software that doesn’t work for our customers. When a product manager, a designer, and a software engineer work together to decide what to build and they engage directly with customers themselves, we avoid this game of telephone. We want all of our team members to have some exposure to customers.
Many product teams dont truly understand their app user journey. No surprise, then, that most apps lose 77% of their daily active users within just three days of installation. Without a clear view of the user journey, teams optimize the wrong things while real friction points go unnoticed. Ive felt that sting.
Every single person that contributes to building a product, all of the makers in the room, we need to care about our customers, we need to make sure that what we’re building is going to work for them, and I want to introduce some ideas that will help you do that. What I saw was they were talking to customers periodically.
Most businesses design customer experiences from the inside out, based on what is best for the company, when they should be doing the exact opposite. Few people are as passionate about customer experience as Annette, the founder and CEO of consulting firm CX Journey Inc. How to put the “customer” in “customer experience”.
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.
Understanding user needs and pain points is essential for building successful products and services, but that doesn’t mean we need to get stuck going down a multi-month research hole in order to be “ready” to collaborate, innovate, or prototype. Market insights: What’s happening today with the market? Not sure where to look?
Creating educational content for new and existing users on different ways to use the product or service. Asking their customers what they want and need – and actually listening to mobile customerfeedback. WARNING: If you’re an app that has benefited from a surge of new users in 2020, be wary. Dating Apps.
It starts with describing the customer experience through user stories. Teams work on high-priority user stories in rapid cycles called sprints, deliver working software that is validated by users, and incorporate feedback quickly into the next cycle. Engaging with customers. Rapid prototyping.
Its nearly impossible to improve a design without feedback from others. Its no surprise that design critique is one of the most valuable and common exercises product teams practice when building new products. Instead, its about determining whether a design meets its objectivesfor users and the business.
Streaks motivate users to keep up a consistent behavior, like logging into an app every day. Fresh Starts give users a clean slate to start over, like setting new goals at the beginning of the year. The real impact comes not from the numbers themselves but from how you present them to the user.
Possibly the most profound challenge in product management is to understand the needs of users and customers. The following tips want to help you empathise with users and develop a deeper understanding of their needs. Empathy Tip 1: Meet users face to face. But your data suggests that the majority of users think opposite.
Lily says her team’s purpose is to provide both business and customer value with a strong focus on growth. “We We have to ensure that the content we create is presented well and consumed easily and that this helps our customers achieve their goals.” Withholding feedback blocks a learning opportunity” and “Relax!
From Raw Data to Clarity — Cleaning, Sorting, and Synthesising Insights Part 4 (of 5) of the UX Research Playbook series Synthesising qualitative data is similar to reaping the harvest after the diligent effort poured into research — it’s the step where hard work blossoms into meaningful insights. Mural , Miro , etc.) is recommended.
At some inflection point of growth, it becomes impossible to intuitively know your customers, let alone decide which ones to focus on. We could no longer assume all our customers had uniform needs and could be reached the same way. What is customer segmentation? This final assumption in particular was no longer true or useful.
A lot of product teams claim to be focused on their users. They might even have regular steps in their processes that remind them to put their users’ needs first. It’s more about looking for new ways to collect insights from users, uncover underlying assumptions, and explore the opportunity space.
In one of the earlier sessions with my mentor, we spent a lot of time talking through the business model, various groups in the organization, their responsibilities, engagement model and what the customer experience is at the end of the day. Product management could start with market research and product development and end with operation.
Maybe this seems irrelevant to you because you use a design system at work and rarely create patterns from scratch, or you feel that you simply don’t have the time to refine your user interface (UI) designs. Put simply, the higher the fidelity, the higher the quality of the feedback you will receive. Copy interfaces that you like.
The overall example I use to illustrate the mistakes is a healthy eating app that helps its users improve their eating habits and live more healthily. A good vision exercises pull—it describes a future state that people want to bring about. Examples : “Everyone who owns a smartphone”, “Business users and consumers”.
conducting customer interviews, running sound product experiments, building rapid prototypes) and critical thinking skills to connect their research activities to their product decisions. I love it when I meet a product manager who read about customer development interviews and just started doing them. It requires feedback.
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. I know in a lot of feature factories, product teams don’t engage with customers that often. Were they engaging with customers?
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