Sat.Feb 29, 2020 - Fri.Mar 06, 2020

The Future of Product Management, According to 550+ Product People

AlphaHQ

Five years ago, when we published the first episode of This is Product Management , a podcast where I’ve since interviewed over 230 product leaders, the world of product management was very different than it is today. People didn’t know what product management was, let alone how to do it effectively.

Build Team Resilience: Work Together (Part 1)

Johanna Rothman

I've been working with clients who have brittle environments. Their brittleness doesn't show up all the time. When everything is good, they're able to finish work and deliver. But, someone checks in code that breaks something “over there.”

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Proactively Managing COVID-19 Risk

The Product Coalition

How should Product Leaders prepare for the global health crisis? Continue reading on ProductCoalition.com ». risk product-management strategy coronavirus startup

Situational Competitive Battle Cards: Why Sales Loves Them!

Proficientz – Product Management University

The one thing salespeople hate (other than losing) is situations where they’re unprepared to react to a competitive missile that comes out of nowhere.

Demo 153

Build vs Buy: 10 Hidden Costs of Building Analytics with UI Components

Many teams, as a logical first step, choose to build their own analytics with the help of UI components. But eventually you’ll find that doing it yourself and at scale has hidden costs. Consider these 10 factors when deciding whether you should build analytics features with UI components.

Emotional Intelligence and Product By Darren Gavigan

Mind the Product

In this ProductTank London talk, Product Consultant, Darren Gavigan explains the importance of emotional intelligence and how it can make you a better product manager. His key points include: The emotional intelligence umbrella. Empathy. Curiosity and adaptability. Passion and belief.

More Trending

When International Market Entries Go Bad

Pragmatic Marketing

Editor’s Note: You can learn details about how to employ the competitive landscape paradigm discussed in this blog in Larry and Marc’s article, “Mapping International Go-to-Market Strategies: Using the Competitive Landscape as Your Guide,” in the Winter 2020 issue of The Pragmatic. Even companies that excel domestically can stumble when they enter foreign markets. Painful missteps often stem from a certainty that what works at home translates into wins abroad. Companies that practice this type of global navel gazing underestimate the effort necessary to understand the unique conditions of a specific, targeted international market. Viewing a targeted international market through all the lenses of the competitive landscape paradigm can help your company position itself for more effective market entry. This paradigm is composed of the STEEP factors (socio-cultural, technological, economic, environmental, political) of scenario planning that surround and drive Michael Porter’s five competitive forces (supplier, substitutes, new entrants, competitors, customers). It’s instructive to look at some of the better-known foreign market entries that failed and consider the lenses of the competitive marketing paradigm that could have helped better optimize their brand entries. For instance, from the perspective of selected STEEP factors: Walmart struggled with entries to the German and Japanese markets. In Germany, consumers felt a bit freaked out by Walmart's effusive, American-style greeters. In Japan, Walmart's venture with the Seiyu retail company suffered because the message of “Everyday Low Prices” was equated locally with cheap quality. Walmart failed to view each of these markets through the socio-cultural lens. In Germany, Walmart also encountered problems with labor laws and other regulatory hurdles—issues it could have avoided by thoroughly investigating the political lens. When Home Depot entered the Chinese market, it employed the economic lens well, choosing an entry period of strong housing growth. But by expecting this boom to equate to a similar rise in do-it-yourself (DIY) home improvement as it would with U.S. consumers, Home Depot failed to look ahead through the socio-cultural lens: In China, DIY is associated with a lower economic status in which consumers who can't afford new housing must do repairs themselves. Best Buy’s entry into the UK market failed in part because it entered during one of the worst economic downturns in history—a misreading of the market’s economic lens. And in an example of failing to view a market entry plan through the lenses of all of Porter's Five Forces: When Groupon entered the Chinese market, it failed in part by neglecting the competitive lens. The company underestimated the extent and impact of the other players in China's group-buying market space. As a result, the company's expected 50%-50% profit split with vendors was relegated to a 10%-90% profit split in favor of the third-party vendors—a foreseeable situation if Groupon had thoroughly investigated local competitors. As consultants, we often help clients better understand the competitive landscape in unfamiliar markets. Working with U.S. B2B tech companies that seek to optimize their entry into various Asian markets, for example, we’ve seen that: A clear understanding of local, corporate and political cultures is especially critical to the success of a major B2B market entry. The best value proposition doesn’t always win in a market in which pedigree, relationships, loyalty and honor are at the bedrock of business. Oftentimes, “tried and true” wins over “newer and better.” It’s valuable to have a local “guide” to help maneuver the local regulatory considerations, political minefields, local supply chain links and other critical landscape factors that go beyond what we are normally used to in the conduct of business in the United States. Market success at home doesn’t guarantee success abroad. Dissecting and viewing foreign markets through all the lenses of the competitive landscape paradigm can help you best prepare to optimize your market entry.

Women in Product, Women in SaaS – Stories from 9 Inspiring Female Influencers in Tech

Userpilot

As a team supporting diversity and women in tech – we decided to use the International Women’s Day as an opportunity to showcase some of the best talent in the industry – and interviewed the top female Product Managers, Product Owners and SaaS founders and CEOs.

B2B 83

Building Better Product People – Sebastian Sabouné on The Product Experience

Mind the Product

The best product people are the ones that are insatiably curious, who want to learn more, who want to get better at all aspects of the job.

How I Write

Sachin Rekhi

When I started writing 11 years ago, I did so the same way most people do: by opening a blank document and typing my thoughts on the page. But each year since then I've subtly refined and evolved my process in an attempt to improve the quality of my writing and its impact.

Building Healthy Innovation Ecosystems for Your Projects

Speaker: Nick Noreña, Innovation Coach and Advisor, Kromatic

In this webinar, Nick Noreña will walk through an Innovation Ecosystem Model that he and his team at Kromatic have developed to help investors, heads of product, teachers, and executives understand how they can best support innovation in their own ecosystem. He'll also go over metrics we can use to measure the health of our ecosystems as we build more resources for innovators.

Will Serverless Kill the DevOps Star?

Modus Create

When The Buggles released their debut single “ Video Killed the Radio Star ” in 1979, their prescient video would ironically become the first music video played on MTV. A very real example of Digital Transformation causing a massive shift in culture and business.

Differentiating Outcomes and Outputs in Practice – Product Thoughts #159

Tim Herbig

Whenever I work with product teams on putting my iterated version of Impact Mapping into practice, most of them stumble at the same stage: Differentiating Outputs from Outcomes. You might have heard of this before.

The Product Market Fit Engine by Rahul Vohra

Mind the Product

After working on a product for over two years without launching it, Rahul Vohra knew that he had to do something different.

Flutter vs React Native in 2020: We Help You Decide What’s Best

Arkenea

One of the biggest dilemma that CTOs and developers have to face when developing a cross-platform app is choosing the framework for their app. Flutter vs React Native, the debate rages on, since both offer some of the best options for cross platform mobile development.

Design Thinking for Product Teams: Leverage Human Insight Throughout Development

Product teams must increase their exposure hours with customers—seeing and hearing them. Human insights and the design thinking framework can be applied to your development cycle to help you build better products and experiences for your customers.

Viva Las Vegas: 10 Sure Technology Bets for 2020 (Series…Part 2)

TIBCO - Thought Leadership

Reading Time: 3 minutes. Over the past sixty years, technology has redefined how people live and work, how commerce occurs, how citizens and governments engage, and so much more. The resulting new products, services, and customer experiences have forever changed everyone’s competitive landscape.

Modus Create Turns Nine

Modus Create

Whenever my co-founder Pat and I discuss Modus, we describe our company as a platform for success. We feel, as Modus Create hit its ninth birthday on March 1, 2020, that this new model has been proven successful. Whenever we talk about our vision for Modus to the wider team, we get many questions.

How Bloom & Wild made customer experience more thoughtful: A Case Study

Mind the Product

Thanks to feedback from their customers, the team at Bloom & Wild discovered that they could make a truly impactful product change without the need for complicated features. All they had to do was listen. Overview. Bloom & Wild launched as an online florist in the UK in 2013.

Naming 112

Build Team Resilience: Shorten Feedback Loops (Part 2)

Johanna Rothman

This series is about helping a team create a less brittle environment—more resilience. Part 1 was about individual work. This part is about shortening feedback loops.

Books 71

A New Segmentation Model for Customer Onboarding

In this eBook, we will show you a new framework for building a customer onboarding program, including how to segment users and drive long-term value and retention through education.

PHP vs Python: Picking The Tech Stack Best Suited For Your Project In 2020

Arkenea

PHP or Python? Which programming language should you pick when commencing web application development in 2020?

TEI 272: How to create fearless innovation in your organization – with Alex Goryachev

Product Innovation Educators

Four case studies in innovation for product managers. I enjoy learning about innovation and product management from companies that have been successful with it. I have investigated some success case studies in the past about LEGO, Wikipedia, IKEA, TripAdvisor, and Dyson.

Books 68

Stuck in the Middle: Mastering Stakeholder Management by Emily Tate

Mind the Product

In this MTP Engage Manchester talk, Mind the Product’s Chief of Staff, Emily Tate describes how, as product people, we often find ourselves stuck in the middle of difficult negotiations, and while making everyone happy isn’t our goal, mastering stakeholder management is key to building successful products. Key Points: Stakeholders are your process users, they can become promoters or detractors. Make goal alignment your priority. Transparency builds trust. Own your products and use evidence to support difficult decisions. Emily describes how, as a former product manager, she had many different stakeholders, but none were quite so great as Bob; Bob was the dream stakeholder, a certified promoter, who was always on side, endorsing new innovations and bold solutions. That was, until, it all went wrong. With Bob’s encouragement, Emily’s team had researched their product, an app, and came to the conclusion that it needed to be rebuilt; fully reimagined. But as they began to give Bob the good news, he quickly turned against them – Bob had built the original product and Bob was not happy. In that instant their key stakeholder became their biggest detractor, questioning the research and direction. He’d thought they were going to validate his work, while instead, Emily explains, they “called his baby ugly” Threat Management. Emily describes how, as humans, we’re far more focused on threat than we are the potential of positive outcomes. Stress and threat detract from collaboration and inhibit our reasoning, problem-solving, and decision-making processes. We feel stressed when one of the following is destabilised, attacked or questioned: Status. Certainty. Autonomy. Relatedness. In each case, an adrenaline rush is triggered that’s equal to that experienced during a physically threatening situation. That’s what had happened to Bob. Product management, Emily says, equals people management, and people management is hard. In order to avoid difficult situations with stakeholders we have to first work to better understand them. Empowering Through Process. Emily defines stakeholders broadly as anyone you interact with, or anyone who wants to interact with your product – that means your entire company, as well as that person on Twitter sending you their problems. A good way to start understanding your stakeholders is to view them as your users – your product is your process. Start by working to define your process of stakeholder management: ID stakeholders – start by identifying the Bobs, people who have a big impact and a temperamental nature. Conduct interviews – spend time learning about who you’re working with, what they know, what they want (and don’t want) and then do the synthesis of your findings. Communicate often – it’s key to fostering a good relationship that there’s transparency, clarity, and regularity. Now you have a solid understanding of your stakeholders you can start to align on your goals. Every project needs clear and prioritised goals which means it’s vital to align on goals at the beginning of any large effort (or when you sense misalignment). Remember that transparency is a good thing. At this stage, it certainly helps to have stakeholders on your side , understanding your justification and even supporting it. Everything is Fine. As Emily notes, at a certain point people can stop telling you the truth. Take the product scorecard for instance – it’s used to share week-by-week breakdowns of work ranked by colour, from green (good), to red (critical). Week one it’s all green (stakeholder visibility and reality), week three it’s still green for stakeholders, but things are moving to amber in product. By week five you’re showing your stakeholders a nice green sheet but there are fires left, right and centre. This is a good demonstration of how in product we can become tempted to hide things from stakeholders, telling ourselves it will all be okay in order to avoid difficult conversations with those more senior to us. Emily points out that these senior people are there to help, and even if they can’t, they’ll be furious if you continue to lie to them. Transparency builds trust. The Good, the Bad, and the Ugly. As a product person, negotiating with both products and people you have to own the good, the bad, and the ugly, it’s a part of this job. You need to learn which battles to pick and to know that you don’t have to win every battle the first time. Sometimes waiting to give a “no” is better if you’ve first accumulated several “yeses”. That said, some battles aren’t worth fighting at all if people get too angry to talk to. Here’s how to handle that stakeholder ‘s response: Exit the situation. Ask yourself “why did they get angry?” and then keep asking the question. Ask the stakeholder later to “help me understand why this upset you?”. Let them defuse the situation. There’s also a fifth option. In the cases where there’s no chance of reasoning with the angry person, simply take care of yourself, you don’t deserve to be treated poorly at work. Conclusion. To close, Emily reminds us that stakeholders care about your products just as much as you do. You need to make sure you understand what they need – to feel safe to contribute and criticise (if necessary), to feel heard and understood. Be as transparent as you can and that way you’ll avoid causing others to feel threatened or turn to anger. Building great products is a team sport and you need your stakeholders on your side. When it comes to it, strong stakeholder management can be the difference between being a good product manager and a great one. Further reading. How a Release Burn-up can do Some of Your Stakeholder Management. Justify Your Product Decisions and Get Stakeholder Buy-in by Teresa Torres. How to Make Product Decisions With Transparency and Trust. The post Stuck in the Middle: Mastering Stakeholder Management by Emily Tate appeared first on Mind the Product. Stakeholder Management Video Communication Interviews mtp engage manchester stakeholders

Building Products That Stick

ProductCraft

“Who here cares about retention?” ” Hiten Shah, serial entrepreneur and co-founder of FYI, kicked off his presentation at ProductCraft Conference: San Francisco with this question. To his relief, hands shot up around the crowded room.

More Effective Agile Leadership

Speaker: Steve McConnell, CEO, Construx Software

In this talk, Steve McConnell, CEO of Construx Software, distills hundreds of companies’-worth of real-world experience into the proven Agile leadership practices that work best. Steve will seamlessly thread together traditional approaches, early Agile approaches, modern Agile approaches, and the principles and context that underlie them all—creating an invaluable resource for Agile leaders, their teams, and their organizations.

What we look for when we hire designers at Intercom

Inside Intercom

We know it’s hard to apply and interview for a new job. So if you’re considering a design job at Intercom , we won’t make it harder by forcing you to read our minds or guess about what we value. Instead, we’ll tell you exactly what we look for – and why it matters to us.

Implementing AI in the product?—?Not at any cost!

The Product Coalition

Don’t implement AI if it is not a must. It is expensive, hard to maintain and should be the last resort Continue reading on ProductCoalition.com ». machine-learning data-science product-management ai artificial-intelligence

Web or app Development – Which is Better?

Mind the Product

People spend over two hours a day browsing the web using conventional app interfaces, and despite the rise of mobile and mobile-first design, desktop audiences are still significant. So, which platform should you adopt for a new digital service, mobile app or the web?

Conscious Collaboration in Six Actionable Steps

ProductCraft

As product folks, we know we’re supposed to love collaboration. But do we always? I’m sure we’ve all experienced the frustration that can come with working with someone new, maybe that fleeting thought of, “I could do this quicker on my own.’‘

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BI Buyers Guide: Embedding Analytics in Your Software

The business intelligence market has exploded. And as the number of vendors grows, it gets harder to make sense of it all. Learn how to decide what features you need and get an evaluation framework for every technical and non-technical requirement you could imagine.