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Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
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 strategydevelopment and execution. In this episode, he shares some insights from that workshop and his experience in product leadership.
An effective productstrategy is key to successfully create, enhance, and manage a product. There is no point in worrying about the product details and writing user stories if a sound productstrategy is missing. But what exactly is a productstrategy? Figure 1: My ProductStrategy Model.
Listen to the audio version of this article: [link] ProductStrategy Discovery Explained What is productstrategy discovery? More precisely, it is the process of developing a productstrategy whose implementation will likely create the desired value and impact.
Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
Listen to the audio version of this article: [link] Overview of the Matrix The Innovation Ambition Matrix, which was developed by Bansi Nagji and Geoff Tuff, considers the newness of the product on its horizontal axis and the newness of the market on the vertical axis. Using an incubator can help you with this.
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
This would not only detract from its main objective, but it would also cause it to overlap with the productstrategy and make it unstable. A product’s target group and value proposition will change as it develops, grows , and serves a larger audience with more diverse needs. Its business goals are likely to change, too.
In both instances, Id recommend using an overall portfolio or bundle strategy in addition to the individual productstrategies. If I were in charge of the suite, Id use a portfolio strategy that guides and aligns the strategies of Word, PowerPoint, and Excel. [1] Take Microsoft 365 again as an example.
Hold Regular ProductStrategy Reviews. A productstrategy , like any other plan, is subject to change. How changeable your strategy is, depends on your product’s life cycle stage. As long as your product hasn’t reached product-market fit, the strategy is usually volatile.
Be Clear on When to Involve the Stakeholders and Development Teams. Complex and high-impact decisions, however, are best made together with the stakeholders and development teams. Additionally, include the development team members in product backlog decisions , and always choose sprint goals together. Lead by Example.
An inspiring vision creates a meaningful purpose for everyone involved in making the product a success including the stakeholders and development team members. It also allows you, as the person in charge of the product, to understand if dedicating your time and energy to the offering is worthwhile and sustainable.
For example, a productstrategyworkshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
A handy stakeholder analysis tool is the power-interest grid developed by Ackermann and Eden. As its name suggests, the grid analyses the stakeholders by taking into account their power and interest; it assumes that people take a low or high interest in your product and have low or high power.
Depending on the company size and org structure, the role might also be referred to as Director of Product Management, VP Product, and Chief Product Officer. Working as a head of product includes the following three duties, as I discuss in more detail in the article What Should a Head of Product Do?
Recently, at Hemnet, Sweden’s beloved property platform, she led productdevelopment that drove a 130% increase in top line revenues, making it the growth engine of the business. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
As their name suggests, these roadmaps focus on product goals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt. The goals state the specific value a product is likely to create and therefore communicate why it is worthwhile to progress it.
Not tied to a solution : Despite its name, I recommend keeping the product vision free from assumptions about the actual product or solution. This allows you to pivot, to change the productstrategy and the product while staying grounded in your vision. Who Owns the Product Vision?
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and productstrategy, as the model in Figure 1 shows. [1]
To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. You can download the template for free from romanpichler.com/tools, and you can find more information on how to use it in my post The GO Product Roadmap. 2 Do the Necessary Prep Work.
Provide guidance on the product, including its market, value proposition, business goals, and key features. But let the ScrumMaster or coach tackle people, process, and organisational issues; let the development team figure out what needs to be done to implement the user stories and other product backlog items.
Last month I had the privilege of participating in SVPG’s ‘Coach the Coaches’ workshop in Europe. I soon found out that I was going to be the only one from Israel attending the workshop. Remember that what you need from them changes over time and as they grow, so they will always need to develop into areas they haven’t mastered before.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective productstrategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
Staffing : Help find people who have the right skills and are motivated to work on the product and who can fill the roles. For example, I’ve seen organisations where the Scrum Masters work with HR and the development teams to recruit new team members. The same is true for setting product goals.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. This will allow them to take full ownership of and responsibility for their products, and it will increase their motivation, productivity, and job satisfaction.
Imagine that John is a sales rep and a key stakeholder who hardly ever attends the productstrategyworkshops you’ve invited him to. Instead, he requests product roadmap changes by talking directly to you. Empathy, however, implies developing an understanding of what is really going on for the other person.
Listen to the audio version of this article: [link] Make Time to Keep up with Technology Trends As new technologies come and go, it’s important for you—the person in charge of the product—to stay on top of the developments. 20 percent rule : Developers can take up to one day a week to experiment with new ideas and acquire new skills.
If you thought there were a million ways to define product management, productstrategy might have it beat by a longshot. Just think about how many ways productstrategy is defined within your own organization. It’s the number one thing that makes productstrategy both challenging and frustrating at the same time.
We’re thrilled to announce the first of our amazing line-up of speakers and announce all our deep-dive workshops, connecting international and regional thought leaders with the vibrant product and UX community across AsiaPac. Sherif Mansour, Distinguished Product Manager at Atlassian. Workshop Presenters.
UX professionals are not lone fighters, but actually mediators between users, business managers and developers. A UX workshop can help you gather the team and brainstorm to make better decisions. Ensure everybody is on the same page by making them more involved in the productdevelopment process with these tools.
As a consequence of this, the mobile app development industry is on the rise now. Probably, you look for a research-based recommendation of a reliable app development service provider too. Fireart Studio Fireart Studio is a boutique design and software development company with a headquarter in Warsaw, Poland.
Instead of determining features, you first and foremost consider the specific value the product should create—the outcomes it should achieve. These might include acquiring new users, reducing churn, increasing engagement, improving conversion, and reducing development time and cost by removing technical debt. Think why , not what.
At all of them, I start understanding the current state of Product Management. I review strategies and roadmaps. 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.
Before you order the roadmap items, double-check that you have a validated productstrategy in place. You should be able to confidently say why users would want to use your product and why it is worthwhile for your company to invest in it. Instead, carry out the necessary product discovery and strategizing work.
Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall productstrategy and team, and ensure that products are delivered to market. Organize a product meeting. Resource management.
Here’s the easiest way to marry company strategy and productstrategy. – Grow into adjacent markets with existing products. The Downside of Multiple ProductStrategies Here’s the first thing you SHOULD NOT DO. They’re often conflated. Financial goals are just that. – Retain our best employees.
Before the advent of agile frameworks like Scrum , a product person—the product manager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
The Product Leadership Conundrum. As the person in charge of a product, you are responsible for achieving product success. But you can’t accomplish it on your own and rely on the development team and stakeholders. Their contributions are vital to design, implement, provide, and support a successful product.
Scrum is a simple framework with three roles: product owner, development team, and Scrum Master. As the product owner, you lead the product and are responsible for its overall success. Lead the Product. That’s the job of the development team. Three Types of Leadership.
With the rapid rise of technology, resilience is also key in the planning of technology and digital strategies by CTOs and tech leaders. However, the topic of productstrategy resilience rarely if ever surfaces when talking to product leaders about their productstrategies. The post Scenario Gaming.
Be Clear on When to Involve the Stakeholders and Development Teams. Complex and high-impact decisions, however, are best made together with the stakeholders and development teams. Additionally, include the development team members in product backlog decisions , and always choose sprint goals together. Lead by Example.
But all product teams I have seen consisted of the person in charge of the product—the product manager or Scrum product owner —and development team members. Together, they form the core product team. [1] For instance, you would discuss the viability of the sales channels in a product team meeting.
This helps the individuals embrace an agile mindset, take advantage of new techniques and tools—think of hypotheses-driven strategy validation, goal-oriented product roadmaps, and user stories—and effectively collaborate with the agile development teams. Determine the Right Learning and Development Measures.
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