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How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. In this episode, he shares some insights from that workshop and his experience in product leadership.
We covered how to manage messy opportunity solution trees , the most common challenges teams face when getting started with the discovery habits, what Im working on next, and so much more. Discovery is a team sport. I did classic web development before there were frameworks back in the ’90s. I hate definition wars.
He most recently ran Product Management, Marketing, and Partnerships across Square while reporting to the CEO. Instead of placing all the burden on the manager, we need to shift our analytic lens upward, onto the skip. How do I help line managers deal with IC performance issues on their team instead of dealing with them myself?
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. Only 17% experienced reductions.
Picture this: A room full of product leaders huddled around market data like detectives at a crime scene, learning to spot the subtle clues that spell opportunity. It’s like developing a sixth sense for product success. How can we assess the level of product sense in PMs, designers, and developers? The secret?
Just as you change collaboration patterns through changing how you develop roadmaps, you change the conversation with leaders through how you orient towards supporting them. First, the scope of work has already been defined and the team is being asked to deliver it. This is an order-giver / order-taker pattern. This is clearly insane.
Try this exercise: Take your current roadmap and ask "Why?" This proactive approach can spark valuable conversations and align your team's efforts. Which is truly too bad as research shows organizations encouraging authentic self-expression see 28% lower turnover rates and 16% higher engagement. three times for each initiative.
I then do various interviews with executives all the way to Product Management team members and surrounding functions. I gather data through surveys about observations. Lots of data goes into pinpointing. But that’s okay, because once we know where the weak spots are, we can fix them. I review strategies and roadmaps.
Hence it is critical that one is aware of the best practises of the role and develops his own philosophy which results into maximum positive leverage for the organization. As I strive towards becoming a product leader, I wanted to understand the best practises in product management and in the process develop my own product philosophy. .
How to learn by doing it and lead a new team at the same time? How to plan for future growth for oneself, the product team and the products overall? Being a product manager in a B2B service company, the question was particularly difficult to answer. Some of them are good, and some of them are bad.
While I wrote the article for people who work with the product vision board, I hope that it will also be useful for readers who use another product strategy tool like the value proposition canvas or the lean canvas. A good vision exercises pull—it describes a future state that people want to bring about.
The challenge to the product managers is to translate these into a more functional plan for our engineering team. 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. Simple task, right? First Attempt.
Referring to people as product owners who do not manage a product and do not exercise the right ownership is wrong in my mind: It creates confusion and it sets wrong expectations: Someone who owns a product part cannot take on the responsibility of maximising the product’s value and achieving product success.
To help hiring managers and recruiters, like myself, decide whether or not to interview you, it can be a great exercise to treat your resume like a professional product. Ultimately, your resume should itself signal that you have the skills required to be a successful product manager on any team. Data-Driven. If you’re.
Let’s face it: qualitative data analysis is vital to understanding why users act in a particular way and how they feel about your product in a way that quantitative product analytics can’t. This article will teach you how to analyze qualitative data to inform product development and improve the product experience.
. – Tweet This The product team at Botify knows this all too well. While Chief Product Officer Christophe Frenet initially guided this transition, many members of the team stepped in to facilitate this process. However, Claire adds it wasn’t all bad. Along the way, they’ve given a lot of thought to this process.
“Successfully managing complex sales requires a different level of visibility into your deals” To get visibility into large deals, I developed a visual framework – which I call the Agile Arrow – that applies popular project management principles to the work that we do as salespeople. Complex deals, complex problems.
In the worst case, you have to go through a rewriting exercise where some parts or even the entire product are being redeveloped. To understand if and to what extent your product is affected by technical debt, talk to the developmentteam, for example, in the next sprint retrospective.
We know that moving at speed is all about making decisions quickly and acting on them – but quick decisions get a bad rap. . They’re considered heedless, overly luck-dependent, and almost treasonous by those of us in the data and research domains. This may seem counter-intuitive, but they are as important as evidence, facts, and data.
Looking for an example of a happy, high performing product team? I hosted Laura on our podcast to learn everything from why assembling a great product team is like pulling off a heist, to tips for improving collaboration and marrying business needs with user goals. If you enjoy the conversation check out more episodes of our podcast.
Whether you're an aspiring entrepreneur, a seasoned product manager, a UX designer , or simply curious about the process, this guide will walk you through the essential steps, best practices, and tools you need to create successful products. Continuously iterate your product based on data. Follow an agile mindset.
A Scrum Master should recognize that different stages of a Scrum Team’sdevelopment require different approaches: some, teaching; some, coaching; and some, mentoring. A Scrum Master’s principal objective should be to remove themselves from daily operations by enabling the Scrum Team to be self-organizing. A cross-functional?—?be
His book, Why Are We Yelling: The Art of Productive Disagreement , takes some of these learnings and distills them into an actionable guidebook for “how to turn arguments into a productive and enjoyable dialog rather than a bad-natured confrontation.”. We often make the mistake of trying to reduce disagreements down to data.
This meeting is an exercise in strategy, an opportunity to take stock of where your product is, where it fits within the wider market, and where it should go. Typically this would be a cross functional team of C- level and director-level people. If your business is data driven then this section should be relatively straightforward.
Setapp provides Mac users with a way to use and discover new apps, and developers with a new way to reach customers and generate extra revenue. We didn’t know know if our sales predictions were good or bad. Early numbers indicated that our growth predictions were very wrong. Problems with Customer Development.
STATIK (Systems Thinking Approach To Implementing Kanban 1 2 ) can be a great technique to help teams get up and running quickly, even teams that are using Scrum. . Applying this approach designed for Kanban can dramatically accelerate the forming and improvements of a Scrum team. How does work flow through the team/system? .
Fallacy #1: ‘Agile’ Equals More Bang for the Buck If you ask founders and managers of startups why they want to become an agile organization, they typically name reasons such as: Becoming more efficient in software delivery, Delivering faster, Improving the predictability of software deliveries. There seems to be a belief?
In this entertaining and insightful talk from Mind the Product Singapore 2019, Sherif Mansour, Distinguished Product Manager at Atlassian, shares some common misconceptions about the product management craft, how we need to think differently about those issues, and what we should be doing instead. Marketing Driven Development is Bad.
Keep reading to discover his invaluable insights about aligning PMs and PMMs for product success. TL;DR Aatir Abdul Rauf, VP of Marketing at vFairs, shares valuable insights on aligning product managers and product marketing managers. Book a demo to learn about its engagement, feedback, analytics, and self-service features.
TL; DR: Data-Informed Retrospectives In their book Agile Retrospectives , Esther Derby and Diana Larsen popularized the idea that a Sprint Retrospect comprises five stages. The second stage refers to gathering data so that the Scrum Team can have data-informed Retrospectives. Source : Scrum Guide 2020.
Janna had a sales job in college and recounts how intense the training was – with role-playing exercises, secret shoppers, and scripts – and how focused it was on dealing with people. “I’ve spotted a trend: a bad roadmap is a symptom of underlying issues in the company. Rebooting teams. Ask questions.
According to our recent State of UX in the Enterprise survey , ‘including research within the product development process’ is now the #1 challenge faced by UX teams in 2019. For me it is crucial to be part of the roadmap creation when developing the UX strategy. But how can you get research into this early stage?
Over the last three decades, across 10 full-time jobs and 150 consulting clients, I’ve headed up product teams 18 times (mostly as interim VP ) and helped another dozen companies choose their Head of Product. They don’t value experience running product management teams , instead overweighting narrow technical or market segment familiarity.
There are enough stories of data breaches and cyber attacks to chill even the savviest security engineer to the core. After working on NASA’s Space Shuttle Main Engine, he went on to develop Portfolium, a social networking platform that allows students and graduates to showcase skills beyond the traditional resume to potential employers.
Decision Making: Data vs Gut Feeling. There’s an increasing number of research tools, analytics providers and general reading material available, all pointing to the need for more evidence-based decision making. We discussed a number of coaching and development opportunities associated with this difficulty.
As a Product Manager, you’re a team player who guides product development along its chartered course, but you have to do that without being the literal captain of the ship. Influence without authority is the skill of driving product development and ‘telling people what to do’ without formally being authorized to do so.
The real world has limited resources, unrealistic deadlines, and new teams that have not been able to do research at all. However, when you only have days or weeks to gather actionable insights, you cannot boil the ocean with in-depth or extensive research methods. So let’s talk about mini-research.
We’ll hear from several members of the product team at Ramsey Solutions about their not-so-smooth transition to working in product trios, especially when it came to getting engineers to participate. You may be familiar with some of their media such as radio shows, podcasts, and books, or their tools like the EveryDollar budgeting app.
This article introduces various concept tests, shows you how to conduct them, and discusses ways to collect user feedback to gain actionable insights. Concept testing helps SaaS businesses validate ideas , make the product development process customer-centric, and detect potential issues early, reducing the risk of product failure.
Feedback surveys, loyalty programs, and excellent service turn them into influencers. The process grants valuable customer insights companies can leverage. Retention Excellent service, loyalty programs, and ongoing value through content and community retain customers. The goal is repeat purchases.
From understanding the analytics landscape to mapping capabilities with KPIs and integrating new tools with your current stack, we know that choosing a product analytics solution can be overwhelming—not to mention, time-consuming. How is Mixpanel different from marketing analyticstools like Google Analytics?
As face-to-face consultations were no longer an option for many healthcare providers, Joel and his team dropped everything and asked themselves: what could they build to help their customers (and their customers’ patients) adapt to the new normal? It was exciting, and the worst-case scenario wasn’t so bad.
In just over five years, Ford was reporting $20 billion in profits and was the only automotive company in the US to avoid a government bail-out. But, when asked about the greatest moment of the turnaround, Mulally says it was when his executive team started being comfortable enough with him to tell him the truth.
This is the recipe for a mediocre sales team. Like a sports franchise, a top team should be both collaborative and competitive. For Steli, soldiering through difficulty is the crucial muscle to exercise when feeling down and out. There is a golden middle, and that’s what Close.com’s CEO, Steli Efti, is aiming for.
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