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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.
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.
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Understanding the Problem Space The primary goal of market research is to validate whether a real problem exists and if customers truly care about solving it.
How Do You Stay True to Your Product Vision While Adapting to Market Realities? Below is a preview of key insights. Leadership or investors push for short-term wins that conflict with the roadmap. Leadership or investors push for short-term wins that conflict with the roadmap. Join us on Patreon for full access [link] 1.
While strategy, vision, and execution are critical, there’s a powerful leadership principle that’s frequently overlooked: gratitude. Incorporating Gratitude Into Daily Leadership Incorporating gratitude into your leadership doesn’t require grand gestures. Simple, consistent actions can have a profound impact.
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. With actionable insights from our expert panel and thought-provoking audience questions, this session was packed with takeaways for product professionals at every level.
Stepping into product leadership means balancing strategic vision, customer focus, and emerging tech. Key Topics Discussed in This Episode Key topic #1 From Consulting to Product Leadership Neha shares how a customer-first mindset led her from consulting to product management at companies like Google and Meta.
Our guest, Anya Cheng, founded Taelor, combining her leadership experience at B2Cs and her knowledge of tech product management, to make it easy for men to wear stylish clothes for any occasion. Anya’s development of Taelor offers valuable lessons in how to validate and expand upon initial product insights.
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. Through these insights, you’ll be better equipped to handle the pressures of managing up and leading your product toward success.
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.
Below, well walk you through their three-phase approach (observe, align, deliver), weave in key insights from the live Q&Awhere folks asked everything from What if my CEO micro-manages the roadmap? If your buyer is another product manager, treat them like an external customer. One participant worried: Leadership is anti-product.
How product managers are transforming innovation with AI tools Watch on YouTube TLDR In this deep dive into AI’s impact on product innovation and management, former PayPal Senior Director of Innovation Mike Todasco shares insights on how AI tools are revolutionizing product development.
A dashboard showing metrics like feature adoption or user engagement amplifies your credibility. Tailor Your Communication: Adapt your messaging for different audiences, whether its engineering teams or senior leadership. Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust.
Shes just come out of a leadership briefingand its not good news. Internally, executive leadership is frustratedand pointing fingers at Product Management. Theyve been asked to come back with a strategy that delivers more value to customers and drives measurable business growth. Heather knows something has to change.
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. This stream guides the product discovery and delivery work and leverages development insights.
Somewhere in the middle, customer needs get lost in translation. Clear feedback loops. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. It means stepping into the customers shoes, learning the business context, and seeing product as a partnernot a blocker.
One of the most critical, and most overlooked, skills in product leadership isn’t technical or even strategic. But Bruce reframes it as leadership: “It’s not about control – it’s about bringing people with you to do something great.” The same customer empathy skills that help you understand external users?
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.,
Now that I have experienced AI-augmented product management and leadership, I don’t think I could work for a company where AI wasn’t allowed. While this personalized feedback is key to improving the writing and the writer, it is time-consuming, often delaying the team from getting their messages out swiftly.
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.
Since then, market dynamics have shifted, competitors have launched new capabilities, and your customers needs have evolvedbut your team is still marching toward that old roadmap. Similarly, Netflix constantly experiments with new ideas and adapts based on user behavior, ensuring they stay ahead by embracing change.
You need a coalition shared purpose, mutual trust, and real support behind your product vision. Subscribe today and unlock this article: [link] Whats the most surprising insight youve gained from a stakeholder alignment challenge? Because alignment isnt enough. A growing library of frameworks, case studies, and actionable tools.
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).
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.
And today, we’re going to look at the same topic, but from a leadership and stakeholder standpoint. I run these monthly product leadership discussions , and I think they’re all about missing strategic context. It’s vision. How do they show the context of what they’ve learned from customers?
Insights from Productized offer a glimpse into what will distinguish leaders and organizations in the future. Moving beyond the outdated 'mini-CEO' product mindset and embracing the sharing of knowledge and insight. Develop Adaptive Leadership Skills: Be flexible and ready to pivot when needed. What are the alternatives?
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.
But when you build strong relationships, you create alignment, accelerate decision-making, and drive better results for your users and your business. For more insights on navigating your new role effectively, check out Strategies for Success in a New PM Role. Your job is to align everyone around a shared vision.
Build for the user, not just yourself—Ivan admits the original product was “what I wanted” rather than what users actually needed. The reboot succeeded because they incorporated userfeedback and simplified the experience. Lesson: Solve real user problems, and be willing to rethink your assumptions.
Tobi remains deeply technical, frequently coding alongside his team, and is known for his unique approach to leadership, product development, and company building. Don’t shy away from providing tough feedback that challenges them to aim higher. In any product, the user experience matters.
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. So, how do strategic PMs use inquiry to drive alignment, insight, and innovation? can shift your entire strategy.
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.
At Brainmates, we follow a six-step process to evaluate the competition and use those insights to make informed product decisions. A well-executed competitor analysis helps us anticipate and respond to threats, identify opportunities, and ultimately deliver greater value to our customers. What problem does your product solve for them?
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.
This guide breaks down the essentials: CustomerInsight, Market Analysis, Organizational Impact, and Technical Mastery. Share People-First Leadership 2. Back to product sense - some people naturally grasp what users want and how markets work. The type of insight sought and gathered on customers changes as well.
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.
Whether you are launching a new feature, entering a new market, or improving customer experience, 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. Balancing these requires input from across the organisation.
Conversely, if the user experience 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. Try explaining that at theoffice!
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. A professional with strong analytical skills, capable of leveraging data insights to drive strategic decisions.
Brought to you by: • Enterpret —Transform customerfeedback into product growth • Vanta —Automate compliance. While AI models will continue to improve, the real “moat” around your product lies in your ability to listen to users and iterate quickly. Listen now on Apple , Spotify , and YouTube.
A leadership team wants sharper focus. Use each review to improve the next and keep the feedback flowing. Visibility isn’t just for leadership. It’s time to move from box-ticking to behaviour-shifting. Start small. Anchor to strategy. Measure what matters. Because OKRs only work when they’re lived — not just listed.
Have you ever received that dreaded feedback to "be more strategic" in your product management role? After two decades leading product teams and coaching countless PMs, I've discovered something surprising: The issue isn't your strategic thinking abilities - it's navigating the unspoken rules that shape product leadership.
As a product leader, you already understand that successful products solve important problems for people, create emotional connection with their users, and meet real market needs. ” and “Whose opinion does the leadership team value most?” The leadership team bought into the future she helped them envision.
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