Remove Enterprise Remove Leadership Remove Product Strategy Remove Software Review
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Product Strategy Depends on Company Strategy

Mironov Consulting

Expanding on a recent post ( Revenue Goals are Not Company Strategies ), I’ve been seeing lots of maker teams (product, engineering, design) struggling to form product strategies without a company strategy to hang them on.    Product management malpractice.  

Strategy 119
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Two Development Team Configurations I Lobby Against

Mironov Consulting

Product management doesn’t run Engineering; Engineering runs Engineering. And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. " Code creators own quality.*  It’s turtles all the way down.  So

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How to Develop, Articulate, and Sell Product Strategy

The Product Guy

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).

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HOW A CAPSTONE PROJECT LED TO A ROBUST FUTURE IN PRODUCT MANAGEMENT.

Product Management Unpacked

After nine years working as a systems engineer, applications engineer, software engineer and finally, a lead data engineer, Debashish Sasmal was ready for his next strategic move. I realized that I wanted to expand my focus into product management.”. UPMC Enterprises Provides Deep Insight Into Product Management.

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A Practical Guide for Product Strategy From Almundo: A Case Study:

Mind the Product

Without it, product teams become feature teams focused on outputs and not outcomes. We started working with the product teams on how each tool – product strategy, OKRs, and roadmaps – should be used so that we could merge them together. What aligned roadmaps and OKRs together was the product strategy.

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Product Model, Service Models, and Investor Valuations

Mironov Consulting

Almost every week, I have a conversation with executives at B2B software companies who don’t see a bright-line distinction between software license revenue and customization/implementation revenue.  Or What do I mean by software product vs software services ?  A  A very big difference.

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“A Working Request Process Should End in YES” (aka Incompatible Worldviews)

Mironov Consulting

Especially in B2B/enterprise software companies, I see two dramatically divergent ( incompatible ) worldviews that IMO explain a lot of corporate behavior. Enterprise Sales and Solutions Teams… Are paid/rewarded/promoted for working with individual prospects or customers one at a time.  Sales