This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
How AI captures customer needs that human product managers miss Watch on YouTube TLDR In my recent conversation with Carmel Dibner from Applied Marketing Science, we explored how artificial intelligence is transforming Voice of the Customer (VOC) research for product teams. However, these early efforts faced significant limitations.
It’s too bad I didn’t have first principles to draw on at the time. As product managers, the first principles approach enables us to attack problems from new angles, armed with sound logic. Identify Base Principles — What are the fundamental truths of product development? Members of the team will look to protect themselves.
As product managers we can change the conversation. 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. I use two characteristics to differentiate giving dictation from setting direction.
Younger or smaller companies particularly those without formal research teams often fall in the lowest budget category, investing only enough to conduct limited testing or outsource one-off studies. On the other hand, companies with dedicated research teams or integrated research operations are more likely to invest six figures or more.
If you haven’t yet, check out part 2 of the series for tips for managing a product introduction and launch. The most surefire way to achieve growth is to know your target market better than anyone else and deliver a truly powerful, competitive and differentiated value proposition.
” This is a common situation for a lot of product managers. 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. The challenge for the team now becomes identifying those problems within the operating context.
8 AI trends that will define product development By Greg Sterndale Posted in Digital Transformation , Product Published on: February 12, 2025 Last update: February 10, 2025 From modular architecture to agentic AI How product development will evolve in 2025 & beyond In product development, change is the only constant.
” Mayur literally moved his desk to whichever team had the biggest 10x upside—or downside—at that moment. Early in your career, ignore compensation differentials that don’t accelerate this fit. so no decision waited more than 24 hours. Fast, reversible decisions beat “perfect” ones.
Thats why Ive curated a list of three top product manager openings at data-driven companies, along with standout candidates who are ready to make an impact. Recommended product manager job openings in data-driven companies Looking for a job in data-driven product management ? Meta Manager, Product Data Operations Meta office.
They require a symphony of teams — Product, Design, Engineering, Marketing, Sales, and Support — working together from idea to launch. This blog unpacks how product leaders can drive better collaboration by creating shared clarity, building transparent workflows, and being the empathetic glue between teams. The challenge?
With the average cost of developing a new drug at approximately $2.3 billion , streamlining and automating clinical development processes are perfect use cases for AI. McKinsey has estimated that AI technology could generate $60 billion to $110 billion per year in economic value for the pharma and medical-product subsectors alone.
That is the promise of self-service BI: giving users direct access to the answers they need without relying on data teams or filing support tickets. They often come with clunky integrations, unpredictable pricing, and technical overhead that slows your team down. Traditional BI tools were not built for embedded use cases.
He compares today’s state of AI today to early days in physics where the Standard Model was developed and ended up serving physics almost unchanged through today. Sharma shows us some significant new capabilities arriving in Copilot, and with her team presents a couple different agentic app solutions. Double meta.
When I first researched about product management, I asked seasoned product managers how they started and they gave me very different kinds of answers. 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.
I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and present product strategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).
It can also result in a large product backlog and high development cost: The greater the number of people who should benefit from your product is, the more diverse their needs are likely to be, and the more features are usually required to address them. 59; Boost Your Product Leadership Power and How to Lead in Product Management , pp.
Ruthless prioritization translates to product teams spending time building the right thing at the right time. This discipline is the bread & butter for a winning product team, but building an effective product process takes a lot of trial and error. Product management comes down to discipline and process. Communication.
The new product is going to boost your differentiation in the competitive space. Lackluster sales and/or poor adoption shouldn’t come as a surprise. How you design and build products doesn’t change in a portfolio management model. The intent of that design and development changes a lot.
So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 product managers. Team execution and development.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teamsdevelop successful products. Continue the discovery and strategy work while the product is being developed. But don’t stop there. But it’s not enough on its own.
So, as a product manager for a mobile application, how on earth can you build an application that stands a chance of becoming a well-used, frequently purchased application, let alone rise to the level of “top 10?”. “The As a mobile product manager, you have three days to delight your user before they turn to one of your competitors.
For example, cost leadership (low prices), differentiation (uniquely desirable products and services), or focus (niche markets)—three options originally suggested by Michael Porter. Answering this question requires you to understand the strengths and weaknesses of your business and the competition you face.
A good product experience is the primary driver behind product differentiation and ultimately, lasting customer satisfaction (measured through CSAT and NPS ) and loyalty. Beforehand, make sure your team is aligned on: Their definition of product experience. After you’ve socialized your ideas, it’s time to set time for a formal kickoff.
How marketing and product management work together. That is what our guest did to investigate what people think about marketing and how it fits into the work product managers do. Also, we talk in the beginning about Jill’s experience developing the Adobe Creative Cloud; lots to learn just from that.
Product managers most often reach out to me for advice when they are in the midst of contemplating their next role. As an industry, we frequently talk about the reality that there is no single definition for the responsibilities of a product manager and that product management roles differ meaningfully across companies.
However, they don’t meet everyone’s data needs—particularly product teams’ BI tools are great at visualizing any data that can be queried from a data warehouse. The relative strengths and weaknesses can be summarized as follows. Analysis depth vs. breadth. Implementation. Implementation.
Develop a Rummy Game — Comprehensive Guide to Card Game App Introduction Card games have a rich and storied history, that attracts players of all ages across the globe. With the enlargement of smartphones and mobile apps, traditional card games like Rummy have found a new digital home, opening up exciting opportunities for game developers.
For this post, I spoke with the following people: Abdeljalil (Abdel) Karam, Product Manager. Abdel started a new role as a product manager at a company that makes maps for autonomous vehicles on December 1. He’s exploring new products to unleash creative performance and thriving teams through the evolving future of work and web3.
Developing and launching a product only to have it fail is the complete antithesis of the “Fail Fast” innovation motto. You have just invested 1000s of work hours and millions of dollars in developing & launching this product. Failure Point #3 – No clear differentiation in the market. To that, I say unequivocally NO !
Most sales and support teams are already well versed in conversations about data deletion, risk assessments and security frameworks, but those issues are going to become an even more prominent part of the discussion once GDPR comes into effect. Setting up developer guidelines will help current and future collaborations and integrations.
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 Poor definition of value proposition and feature focus. 2 First-mover disadvantage.
What are the benefits the product should generate for the company developing and providing it? For example, the target group might be too big and diverse; there might be too many needs stated and they are too unspecific; the business goals might be unclear; or the standout features might be weak. What is its value proposition?
Instead of relying on someone else (like a coach or leader) to tell them what to do next, product teams can use an opportunity solution tree to keep track of their desired outcome , the opportunities they’ve identified to chip away at that outcome, and the solutions they’re considering to address those opportunities.
A compelling product vision is a guiding light, providing direction and purpose to the development process. The Importance of a Strong Product Vision A compelling product vision is a guiding star that aligns everyone involved in the product development process.
Around that time, a healthy startup should have established: A solid team A great product/service with at least one core value proposition A base of loyal and highly satisfied customers Once the founder sees good traction with 50+ enterprise customers and/or thousands of users, they face a dilemma. Are there capacity or incentive issues?
The team stressed. Then in strolls the design team, telling us to step back. Another blocker in my path preventing me from moving the product team into action. However, I’ve learned that cutting corners early in product strategy development leads to significant hurdles later on. Think of it like a room’s air conditioning.
How product managers can move their customers to action using the StoryBrand Framework. Summary of some concepts discussed for product managers. [2:51] If I’m a teammanager, my team is the hero. Problem: The market is saturated, and it’s really hard to differentiate. Joining us is Dr. J.J.
If a persona says no to both questions, users like her won’t care about this feature, even if you consider it your magnum opus or your product’s big differentiator. In other words, consider new features to be a bad idea until your organization has researched the need for them and validated that the users will need them. Sad but true.
Why have Product Managers stopped speaking to customers? Very sadly, most product managers I meet today no longer talk directly to customers regularly. I ran a survey with industry insiders and at least 50% of all product managers who responded haven’t spoken to a customer recently. most invariably say zero.
According to one Microsoft Global State of Customer Service report , 90% of consumers surveyed said that customer service is an important factor in their choice of, and loyalty to, a brand, while nearly two-thirds (58%) would sever their relationship with a business due to poor customer service. Support teams want it.
If only books on product management had labels that say “pre-PMF” or “post-PMF”. Poor questions yield little value. ?? It gives you a way to identify your value propositions to differentiate. ??????????? Work with engineers: “Agile Product Management with Scrum” (Roman Pichler) There are zillions ways to apply scrum.
How AI captures customer needs that human product managers miss Watch on YouTube TLDR In my recent conversation with Carmel Dibner from Applied Marketing Science, we explored how artificial intelligence is transforming Voice of the Customer (VOC) research for product teams. However, these early efforts faced significant limitations.
Truth is, that these are usually the teasers that are used to get people into the dealership, and give their sales team the opportunity to up-sell. One does not need an MBA to realize that this is a poor strategic decision. A short cab, 3.3L Base price is about $28k – if you can find them. Swinging back to smartphones.
The rollercoaster ride that is product development is inherently chaotic and ever-changing. So, as process-oriented professionals, we product managers look to the structure and predictability of a scientific approach for certainty. The desired outcomes and how to guide the team towards them.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content