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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). Two major obstacles stood in my way.
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. Instead, they require tough strategic decision and clear focus. Needs are Features.
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? It was a mind expanding exercise and set a clear structure for me to rethink what is really the differentiation factor in our product. .
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. A product feedback loop keeps software teams close to their customers.
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.
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.
According to 280 Group research and our experience working with product managers for over 20 years, you must become an expert on what your customers really need and how you can differentiate your product from the competition. Develop real personas that reflect your customers. Sounds simple, right? Six Tips to Finding Real Value.
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.
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.
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.
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. The intent of that design and development changes a lot. You’ve just built some cool new A.I. You’ve got customer references with success metrics to make your value story real.
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.
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 recommend teams conduct story-based customer interviews to discover opportunities and run assumption testing to discover the right solutions. The better we understand our customers, the better we can meet their needs, and the more we can differentiate our product from the competitors. The outcomes represent business value.
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.
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 !
It’s too bad I didn’t have first principles to draw on at the time. Identify Base Principles — What are the fundamental truths of product development? That said, when putting the new, novel product into a roadmap for the team to execute, I’d be sure to lean on the first principles of product roadmaps I’ve learned over two decades.
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.
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.
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.
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.
He’s exploring new products to unleash creative performance and thriving teams through the evolving future of work and web3. In his previous role, he conducted customer interviews , but the process wasn’t structured in a way that made it easy to share those insights with the rest of the team. This was the case for Richard. Tweet This.
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?
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.
Also, we talk in the beginning about Jill’s experience developing the Adobe Creative Cloud; lots to learn just from that. 0:38] What was your experience developing Adobe Creative Cloud? It failed because we weren’t all-in, not because the product was bad, but because the go-to-market model was completely wrong.
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?
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 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.
After all, a known bad (the current situation) is sometimes better than an unknown bad (a new application that doesn’t work). How do you prepare the sales team for these kinds of objections? And of course, if you have amazing features that are differentiating, you want to have stories about them as well.
In my opinion, the definition of an MVP is often misunderstood, and I’ve seen entrepreneurs and product teams misinterpret it with unfortunate results. First, a shout out to Frank Robinson , a fellow product development pro in Santa Barbara who coined the term “MVP” about 20 years ago. And what it’s not. The Minimum Sellable Product.
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.
Poor questions yield little value. ?? It gives you a way to identify your value propositions to differentiate. ??????????? Build a community: “rosie.land” (Rosie Sherry) Until your product is ready you want your product team to engage with potential users in a valuable way. Questions asked with a bias will bring useless answers.
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.
I’ve asked friends who do the job at social events and got the same answer, and frequently asked members of my own teams, who struggled to find the time to do it. To compensate, I’ve seen UX researchers & designers pick up the mantle a lot more, and the design teams have really leaned into this space.
And for your support team, using the right conversational support tool and framework allows them to maximize their resources, so they can focus on solving complex queries and building long-term customer relationships. But conversational support doesn’t just benefit your support team. Teams that benefit: Sales, marketing.
In the B2B space, why can a product manager nail the customer’s need, solve the market problem in a differentiated way, have compelling results that make the case, and still hit a wall? And remember, even if you have sold the senior executive, their team still needs to become allies in the deployment of your product.
One prevalent theme that came up in all the interviews was how, when trying to find a solution to a challenging problem, you should try to leverage all the diverse skills available in the team. Encourage the team to think of at least four solutions to the problem being presented, if not more. engineering, commercial, design etc.)
TL;DR Feature ideation is a process through which product teams brainstorm ideas for new features to introduce to their product. A SWOT analysis helps discover gaps and opportunities in your product for new feature development. Why do you need feature ideation in your product development process?
The rollercoaster ride that is product development is inherently chaotic and ever-changing. Sure, there are semi-quantitative ways of estimating uncertainty for each assumption (for example, the RICE framework for prioritization), but as with many things in product development, these are guess-based models that help us to compare options.
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.
Extract feature development insights. Involve cross-functional collaboration with the sales team, product team, engineering, and other relevant stakeholders. This type of analysis helps identify which features contribute positively to your product’s value and which might be redundant or underperforming.
Tara and her team used it to take a deep dive into the customer’s journey through the product and make a focused effort to truly understand each step along the way. I really recommend it, because the biggest differentiator we saw is that in a persona-driven world, you’re really thinking about that fictional character.
And as the organization grows, the work involved to get teams aligned on who you’re selling to and how you’re selling is not something to be taken for granted either. Ambient Strategy founder and CEO April Dunford on the symptoms of weak positioning. When you’re a small team, your time is everything. Speed is everything.
How to prepare for a user interview, all the way to sharing the results with your team. I compiled this guide back when I was training product managers on my team to be able to run user interviews. Questions not to ask There are such things as bad questions when you’re interviewing a user.
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