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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. He has developed a systematic approach to problem-solving that forms the basis of his book, Decision Sprint: The New Way to Innovate into the Unknown.
I then do various interviews with executives all the way to Product Management team members and surrounding functions. But that’s okay, because once we know where the weak spots are, we can fix them. I gather data through surveys about observations. I review strategies and roadmaps. Lots of data goes into pinpointing.
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. .
He most recently ran Product Management, Marketing, and Partnerships across Square while reporting to the CEO. Prior to Square, Saumil was a startup founder for LocBox, a marketing automation company that was acquired by Square in 2015. It happened with PMs, engineers, designers, and marketers at all levels of seniority and tenure.
Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. Provide guidance on the product, including its market, value proposition, business goals, and key features. Treat the Team as an Equal Partner. Help the Team See the Bigger Picture.
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. You should therefore strive to keep your product backlog as concise as possible whenever your product faces uncertainty and change—be it market, business, or technology related.
Product development roles and “product” as a discipline are rapidly evolving within technology companies. Doing so will help you better support your team, but also identify and improve on the skills and areas you personally excel, helping you choose the right career path, strengthen your reputation, and building your brand and narrative.
Your customer information lives in Salesforce, while your support tickets are in Zendesk, your product usage data in Mixpanel, and your marketing campaigns in HubSpot. It compounds quietly across every team, workflow, and decision. You dig in and notice a sharp drop-off among marketing-qualified leads. Sound familiar?
It wasn’t too long ago that designers and developers were disciples of strictly separate crafts – but today, someone who can do both well is quickly labelled a “unicorn”, and sought after by many a unicorn-thirsty start-up. Why Marketing and Product must work together. But first we must ask ourselves: why?
A lot of them worked in other positions before moving to product management, like engineers, analysts, marketers and project managers, and learned by taking on extra responsibilities. 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?
How marketing and product management work together. Turns out if you ask 50 different people what marketing is, you’ll hear 50 different answers. That is what our guest did to investigate what people think about marketing and how it fits into the work product managers do. The Creative Cloud was a definite risk.
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.
The Scrum Guide released in November 2020 states that “the product goal describes a future state of the product … [It] is the long-term objective for the Scrum team.” The product owner is accountable for “developing and explicitly communicating the product goal.” The entire Scrum team is “focused on one … product goal” at a time.
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).
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. I find that developmentteam members usually have a good understanding where issues in the architecture and code are.
I hope this post allows people and teams to safely talk about Product Judgment. If you ever had to face a Manager, Director or Exec as they make bad product decisions and you’re struggling to persuade them otherwise, this post will help you. If you think you have excellent Product Judgment, this post will definitely help you.
We had just hired a new VP of Product who was radically (and rapidly) changing our product development process, and our engineers – based remotely, in Argentina – were struggling to keep up. “To Second, and more important, it shows the demotivation and binary thinking that can result from bad or nonexistent communication.
Unfortunately, the research backs this up, with a staggering 90% of users reporting that they stopped using an app due to poor performance. Poor performance includes slow loading times, complex design, confusing navigation, and unresponsive features. To assign meaning to whether the numbers are good or bad, context is crucial.
A software product could overemphasize a feature that its own team just wanted to build. According to Jeff Gothelf , Lean Startup emphasizes making assumptions about your target market, testing them with rapid prototypes, and iterating based on customer feedback. It lacks an absolute definition. 5 pitfalls and how to fix them.
For example, a product strategy workshop might have the objective to identify the key changes required to achieve product-market fit. Sprint planning meeting : product goal , prioritised product backlog with enough ready items , developmentteam capacity for the next sprint, and any action items from the last sprint retrospective.
Be upfront about the challenges they’ll face and the potential for growth—don’t oversell, but definitely sell the dream of working on problems that will test and grow them as a PM. She’s also the co-founder of the startup bootcamp Transparent Collective and is an active angel investor.
We had built a platform tailored to the specific needs of the local market to connect small businesses with their customers – for restaurants to reach out to potential diners, for hairdressers to find people who want a haircut and so on. Companies simply ship too many poor products and features. Enter Lean Customer Development.
Bad product experiences increase customer frustration, potentially creating resentment around having difficulty completing tasks within an application and increasing customer churn. Beforehand, make sure your team is aligned on: Their definition of product experience. The metrics you’ll use to measure success.
1] They might include senior management, marketing, sales, service, operations, finance, and HR. The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. I refer to this group as key stakeholders.
Wondering what a marketing growth strategy is? From this article, you will find out how to develop a strong growth marketing strategy and learn growth marketing tactics for different customer journey stages. Market penetration is about increasing existing market share with existing products. Let’s get to it.
In our discussions, we talk about all the usual things: their ultimate career aspirations; their understanding of their own strengths and weaknesses and the skill gaps they hope to fill; as well as the specifics of each role they are considering, including scope, responsibilities, title & compensation, and manager.
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.
Everyone knows educating the market is hard to nearly impossible, but people always bring up examples like Facebook or the iPhone whenever I discuss it in my lectures. So what can and cannot work when you want to educate the market? Photo by Oleg Magni from Pexels Educating the market has a bad reputation.
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. And whatever you stand for must resonate with your identified target market.
Interestingly, the bounce rate tells a lot whether you are close to your product/market fit or not. Typically, if your bounce rate is above 60%, then your product definitely has some issues. Users can bounce because of multiple reasons such as poor design or poor content and/or product messaging.
Product marketing is the process of bringing a product to market, and a well-curated product marketing strategy is key to understanding customer needs and driving adoption. TL;DR A product marketing strategy is a roadmap for how a new product will be positioned, priced, and marketed. Let’s dive in!
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.
In a fastmoving digital economy, many organizations leverage outsourced software product development to accelerate innovation, control costs, and tap into global expertise. Rather than building and maintaining a large inhouse team, businesses partner with specialized vendors to handle design, development, testing, and deployment.
Let’s explore the steps to develop a solid positioning statement and some examples of successful brand positioning from other companies. TL;DR Developing a solid product positioning strategy involves several key steps. Here are the steps to develop your positioning effectively: Conduct thorough market research.
Everyone knows educating the market is hard to nearly impossible, but people always bring up examples like Facebook or the iPhone whenever I discuss it in my lectures. So what can and cannot work when you want to educate the market? Photo by Oleg Magni from Pexels Educating the market has a bad reputation, and rightfully so.
If you’ve been paying attention to any loud marketing efforts over the last few years, you have definitely heard about multi-cloud. “We think Lambda is great—definitely one of the good parts of AWS—as long as you treat it as the simple code runner that it is. Our teams wanted to build products, not maintain services.
Here are cases for when the cooperation between the product team and the client brakes down for objective reasons. Here I have tried to reveal the most common cases when the cooperation between the developmentteam and the entrepreneur fails for reasons beyond the control of all parties involved. So I wrote this article.
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.
Creating a new product category also creates a plethora of challenges – from spotting the right market niche to convincing customers that yours is a service they need. Nico joined me on Inside Intercom this week, where we discussed everything from the three stages of company growth to how growing companies can address new markets.
He began his career in marketing, then switched to engineering, and eventually discovered the product discipline, which he says “feels like home between the technical part of my brain and the human part of my brain.” He’s exploring new products to unleash creative performance and thriving teams through the evolving future of work and web3.
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. Traditional market segmentation is typically done around observable characteristics and behaviors for customers and prospects. Uses and definition of different kinds of segmentation.
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.
When Sean Ellis joined Dropbox as the company’s first marketer, he was tasked with creating a culture of growth and experimentation. Today he’s the founder and CEO at GrowthHackers , whose software, community and annual conference help teams work together to drive breakout growth results for “must have” products and services.
The definition of product management has been changing and evolving over the past 10 years and I’m not sure it’s for the better. In other words, the agile development process is redefining what we call product management. I make it a regular habit to have conversations with product management directors and VPs.
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