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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.
After stepping down a few weeks ago, he’s spending his newfound time crystallizing his most important leadership lessons learned over the past decade. Sadly, the organizational and senior leadership failure to even recognize the major role change is rampant. If you are a new skip lead or hope to be one soon, this is for you.
From the creators of DORA, SPACE, and DevEx, and in collaboration with Laura Tacho and the team at DX , I’m excited to introduce you to Core 4. Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout).
Leadership tells us the big projects they’ve decided to do, it’s up to us to elaborate and execute.” Merging into a single customer base, looking for cost efficiencies from a combined team, increasing profits because of the reduction in price-competition in the market. “I don’t get to set the direction.
Want to advance your career in product management or find top talent for your team? Stripe They’re looking for a senior Product Manager to lead a pillar within our LPM Cost Optimization team. A collaborator experienced in working with cross-functional teams, including engineering, design, and external partners.
Last but not least, in customer-oriented and agile teams, decision-making criteria are often narrowed down for efficiency to a single question: What business value does this bring to the customer? David Logan, author of Tribal Leadership , shares in his TEDx (4) talk that all people form tribes that evolve through five stages.
Value escapes the team because of how they treat the request. ” Others on the team would likely describe the mobile app as “the thing.” Someone away from home when placing an order may worry about the package being delivered before they get home and being damaged by bad weather or wildlife. It does not exist.
Learn about delta testing Resources By Type ïª Blog ï Ebooks & Guides ï¬ Events & Webinars ï Case Studies ï Podcast ï Community Featured Content The Definitive Guide to Delta Testing What is delta testing and how are tech leaders using it to deliver customer insights throughout agile development?
Entire teams, downsized. But the definition of what makes a great product manager? Schedule standing chats with customer-facing teams. But as Tom pointed out, real leadership starts when you ask: What outcome is this drivingfor our business and our customers? Your product isnt just the software your team is building.
What is Bad Performance? Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog.
I then do various interviews with executives all the way to Product Management team members and surrounding functions. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are.
After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. If you’re a senior engineer and want to further your career, what skills should you develop? A tale of two career paths.
Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. Treat the Team as an Equal Partner. The team members are not your resources but the people who create your product. Assume that the team members want to do their best.
One of the challenges the agile transition team was concerned about was the choice of the right product backlog tool, which at first seemed odd to me. Another time, I was asked to help a team of a major charity in the UK whose task was to create a new website for their fund-raising campaigns. The Product Backlog is Too Big.
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 user experience, and consists of a loose collection of features. But do not accept inappropriate behaviour and do not allow people to treat you like a project manager, team lead, or personal assistant.
As a product leader, what qualities do you need to cultivate to be able to ensure your team performs to the best of its abilities? Recently I’ve been thinking a lot about teams – what is a team, team formation and development, cross-functional teams , and leading teams.
It’s also essential to creating a team where great people want to work. In a perfect product development world, communications are seamless, specifications are clear, and product and engineering teams work together without friction. Share Leadership and Credit. These are team goals that get shared across the company.
I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” If you missed the first one on product success and team satisfaction , be sure to start there.
Find your leadership style and avoid the fake leadership traps Leadership comes in many shapes and forms, sizes, titles or lack thereof, and has a profound impact on whoever and whatever follows. Incidentally, this is also the least celebrated form of leadership; luckily true leaders aren’t after self-celebrations all the time.
I’ve been on a journey when it comes to PM development frameworks. I have a lot to learn and there are definitely faults with this, but if somebody else can find use in it, I’ll be delighted. Leadership behaviours Some traits which are ‘above and beyond’ and highlight that a person is capable of stepping up.
For product strategy and roadmap meetings, I recommend involving the key stakeholders , for example, someone from sales, marketing, support, and finance, as well as developmentteam representatives—ideally members who know about the user experience (UX), architecture, and technologies. 4 Prepare an Agenda. State objective and agenda.
Embracing new technologies like machine learning, micro services, big data, and Internet of Things (IoT) is part of that change, as is the introduction of agile practices including cross-functional and self-organising teams, DevOps, Scrum, and Kanban. To get the roles definition right, start by identifying the company’s products.
Whether you’re an individual contributor, manager, or director, you can leverage your own skills – and those around you – to influence growth across your team, org, and company. Broadening the definition of mentorship. There are three overarching areas to consider: Leveraging mentorship across your team.
It can happen in any team, even in teams with a commitment to diversity. We had completed a round of interviews and I wanted her to work on my team. The candidate was a senior designer who’d managed teams in very difficult large-scale companies and managed to generate great results. So why drop culture fit?
Listen to understand the basic definition of marketing, marketing roles that may have resources useful to product managers, and how product managers can make better use of marketing resources. Also, we talk in the beginning about Jill’s experience developing the Adobe Creative Cloud; lots to learn just from that.
It can be hard to reach the required level of buy-in without using design-by-committee , brokering a weak compromise, and agreeing on the smallest common denominator—which is hardly the foundation of a successful product. This approach makes it easier to reach unanimity and consent without making weak compromises.
More recently, however, I’ve realized that the technology industry at large struggles with such clarity and consistency – in marketing terms, there is often a difficulty developing a clear value proposition that aligns with product and brand identity. 1 Poordefinition of value proposition and feature focus. 3 Brand stretch.
First, how can product managers establish processes to enable their teams to succeed? Processes include forums to sync with different members of your team and other teams, forums to get leadership alignment, ensuring high quality of deliverables, and OKR planning. Third is setting goals.
As a product leader, you are the product manager for a leadershipteam, and the tricks you learned in product teams remain valuable, they just need a little tweak. Myths that an organisation tells itself can act as a reality distortion field that masks failing products and poor return on investment. Value Proposition.
A little over a year ago, I got the opportunity to start a new team within our sales organization – a team of Relationship Managers dedicated to growing our current customers at scale. To do the first, we had to hire, train, and write a playbook – the building blocks of any team. Relentlessly measure impact.
Product teams need to understand how the work they are doing impacts the business. It’s up to product leaders to share this strategic context with their teams. Product teams need to understand how the work they are doing impacts the business. Our 2022 CDH Benchmark Survey exposed some gaps in this area. chose “other.”
It’s understandable that most of us don’t make time for personal development. Who wants to spend time after a hard day of work learning and developing when they could be kicking back with a beer and watching The Crown? A few months ago, I introduced a concept I have developed called the PM, or Product, Quadrants.
Much has been written about the process of creating product roadmaps, not least the six great articles written by my own team. I believe the actions of a product leader all too often are the root cause of a “bad” roadmap. Without thoughtful leadership around them, it may not be in product manager’s gift to achieve a “good” roadmap.
This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. Uses and definition of different kinds of segmentation. One way to do it, is to find ways to help other customer-facing teams (like Sales and Support) do their job.
Half of the calls I get from CEOs include requests for Product Management to boost productivity in Engineering (aka Development aka Makers). This reflects confusion about what product managers do (and how we really add value), and often poor role definition where product managers are also project/program managers or engineering leads.
A topic that’s come up several times recently in my product leader coaching sessions: how much to delegate to the (individual contributor) product managers on our teams – including different ways of building product skills and balancing personal empowerment against good results.
Let’s begin with a definition — Transcendent leadership extends beyond conventional notions of success and influence. It is rooted in the understanding that authentic leadership emerges when we transcend our ambitions and dedicate ourselves to uplifting others and positively impacting the world.
As product managers our job description is pretty simple: to make all of our software development projects succeed. In fact, I would go so far as to say any failures or successes of the team are failures or successes of product management. Without defining success, it is quite likely the team may work towards different objectives.
Growing your soft skills requires expanding your comfort zone, which means leaving your original comfort zone, which in turn isn’t comfortable by definition. Even people with a developed growth mindset?—?ones No one likes to see their gaps pointed to, and for people who don’t have a developed growth mindset, it’s twice as hard.
One of my all-time favorite quotes in our industry comes by way of the legendary VC, John Doerr , where he argues that "we need teams of missionaries, not teams of mercenaries.” Teams of missionaries are engaged, motivated, have a deep understanding of the business context, and tangible empathy for the customer.
Product management intuition is still a great thing to develop, but statistics and analytics will help you hone your product sense and justify your decisions to stakeholders. The right product metrics give us a read on the health of our product, help us identify strengths and weaknesses, track improvement over time, diagnose problems, etc.
We surveyed and interviewed key people in our teams to understand how they worked and how they saw Intercom’s internal operations. Honest feedback can be hard to take, but it’s essential to develop the type of culture that encourages people to constructively criticize processes, leadership styles, or approaches. Paul: Yeah.
A deeper definition is the creative process of generating, developing, and communicating new ideas. We start with ideas and eventually develop them into product concepts. It forces team members to separate their thinking into roles and personas. We start with ideas and eventually develop them into product concepts.
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. Meet the Continuous Discovery Champions at Ramsey Solutions The product team at Ramsey Solutions is 40+ squads strong.
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