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The conversation tackled two questions that are defining modern product leadership: How do you make coaching actually work inside product teams How do you embed discovery into everyday work without burning people out or wasting time If you are building product with a team right now, these challenges probably feel familiar.
When done well, storyboarding helps PMs communicate clearly, align teams faster, and influence decisionswithout needing formal authority. Not because the ideas are bad, but because the delivery misses the mark. PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer.
Productside | Product Management Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Shes just come out of a leadership briefingand its not good news. Its a product strategy problem.
Our analysis examines several dimensions of tech worker sentiment, including career outlook, role satisfaction, burnout, quitting intentions, career path clarity, leadership effectiveness, work setup preferences, and more. Leadership impacts virtually all worker sentiment dimension s. Workers with extremely effective leadership are 8.2
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.
Want to advance your career in product management or find top talent for your team? Millions of companies, from the worlds largest enterprises to the most ambitious startups, use Stripe to accept payments, grow their revenue, and accelerate new business opportunities. Who would be a bad fit for this job?
Whether you’re planning six months ahead or sitting in discussions right now, here’s the process I’ve developed through trial and error with clients over 15 years. Start demonstrating how you’ll solve their specific problems for the company/team. And how can I best show up for [name other team member(s)]?
Im looking at you, in-house enterprise solutions. Last but not least, in customer-oriented and agile teams, decision-making criteria are often narrowed down for efficiency to a single question: What business value does this bring to the customer? Which, for some products, can be an extremely costlyif not impossibleendeavour.
Want to advance your career in mobile product management or find top talent for your team? In this role, you will define and execute the mobile product strategy, enhancing the user experience for field service professionals while driving seamless integrations with enterprise systems. Who would be a BAD fit for this job?
Meta is looking for an Operations leader to join the Product Data Operations (PDO) team. As a Manager on the PDO GenAI team, you will be responsible for managing a team of Project Managers to supply product teams with critical data and data labeling for Meta’s GenAI products. Who would be a BAD fit for this job?
Want to advance your career in product management or find top talent for your team? Mozilla: Director of Product, Firefox Growth Firefox is used by hundreds of millions worldwide, and the Director of Product for Growth plays a critical role in the product management team. Who would be a bad fit for this job?
Entire teams, downsized. Schedule standing chats with customer-facing teams. But as Tom pointed out, real leadership starts when you ask: What outcome is this drivingfor our business and our customers? Power 3: Continuous Discovery (Yes, Even in Enterprise) Another recurring thread? Product roles are being cut.
We’re seeing AI already transforming people’s jobs, watching the methodical disruption of incumbents by beautifully crafted alternatives, and witnessing a few seismic shifts in how teams collaborate. Cursor and other AI-native integrated development environment (IDE) tools are rapidly emerging. 5% use Bolt.
As Lead Product Manager for Core Product, youll oversee state-of-the-art technologies, collaborate with top-tier engineers, and develop products that shape the industry. Who would be a bad fit for this job? PMs unfamiliar with highly technical teams and projects. Who would be a bad fit for this job? Apply here 2.
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.
How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. Sharing the four leadership motions with us is Janice Fraser. Measure outcomes.
At JCDecaux, I led the development of an information kiosk for airport passengers. Passengers are also able to view hotel information and use the devices to speak to the sales team of the hotel. Feasibility risk impacts the capacity of the team to build the product given time, skills and technology constraints.
And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic. So Knowing that someone else will clean up our work can drive bad behaviors. In
Explore digital transformation strategies for enterprises Have you wondered why digital transformation strategies are a necessity? The important basis is the development of a strategy for short- and long-term digital transformation based on business results rather than technology. What is the importance of digital transformation?
The challenge to the product managers is to translate these into a more functional plan for our engineering team. We perceive strategy from the management as the gospel – Usually the opposite, a good leadershipteam usually expects the individual contributors to provide iterative feedback. Simple task, right? First Attempt.
Productside | Product Management Courses & Training Refining Product-Market Fit and Scaling B2B SaaS Products Most startups dont stall because of bad ideasthey stall because they stop refining their product-market fit and what works. Everyones chasing the next AI feature or untapped market. Theyre problem-solvers. Zero In on the Problem.
Does your organization have an enterprise architect or Chief Product Person? We create these positions to check that the teams don't try to implement something “wrong.” The teams on the upper left have fewer connections. In contrast, the teams on the upper right have more connections. Small-World Network.
Observations of a B2C startup product manager working in enterprise. A startup, finding its feet and learning how to stand, should by certain logic be less wise, less capable and less developed than its older, wiser counterparts. I once heard an anecdote about a very young child being told a story about a very old man.
First, how can product managers establish processes to enable their teams to succeed? Processes include forums to sync with different members of your team and other teams, forums to get leadership alignment, ensuring high quality of deliverables, and OKR planning. Third is setting goals.
I’m often asked what KPIs B2B/enterprise product folks should use, or what OKRs they should choose. Why KPIs from consumer companies don’t fit well with B2B/enterprise. Just as every organization needs a finance/accounting team that follows GAAP and tracks cashflow. Yet it’s the first KPI proposed by many exec teams.
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.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. From Startup to Enterprise A job at a startup means a lot of responsibility. With over 300 people in total?—?50–60
The fastest growing software companies in recent years all have something in common – they started with little to no sales team. Yes, Slack started off with no sales team. But as it started selling more and more into the enterprise, it staffed up with a deep and strong one. The first stage is building an organic growth engine.
As a product leader, you are the product manager for a leadershipteam, and the tricks you learned in product teams remain valuable, they just need a little tweak. Myths that an organisation tells itself can act as a reality distortion field that masks failing products and poor return on investment. Value Proposition.
That might seem obvious or naïve, but recent conversations with several B2B/enterprise clients suggest that it’s actually controversial. For context, enterprise tech companies tend to have a small number of large deals each quarter that really matter. ( Expect account-level distrust, bad blood, and a search for who’s to blame.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. From Startup to Enterprise. Designers vs Developers. Tension between designers and developers was palpable.
A topic that’s come up several times recently in my product leader coaching sessions: how much to delegate to the (individual contributor) product managers on our teams – including different ways of building product skills and balancing personal empowerment against good results. ” But we need good results, not just less work for me. .”
Sanj started working at Salesforce back in 2005, when the company had around 1,000 employees and a few hundred million in revenue, and he was a part of its growth for 14 years, holding several leadership positions in multiple markets in EMEA. Since leaving college, I knew I wanted to work in technology, in a sales or go-to-market position.
Perry Timms shares powerful stories of innovating enterprises that will leave you enthusiastically letting go of what’s blocking your route to innovation. They were flawed ultimately, not because of a poor product, but by an inability to let go of that certainty. Letting go of Traditional Models of Leadership.
One of my all-time favorite quotes in our industry comes by way of the legendary VC, John Doerr , where he argues that "we need teams of missionaries, not teams of mercenaries.” Teams of missionaries are engaged, motivated, have a deep understanding of the business context, and tangible empathy for the customer.
Product management intuition is still a great thing to develop, but statistics and analytics will help you hone your product sense and justify your decisions to stakeholders. The right product metrics give us a read on the health of our product, help us identify strengths and weaknesses, track improvement over time, diagnose problems, etc.
According to our recent State of UX in the Enterprise survey , ‘including research within the product development process’ is now the #1 challenge faced by UX teams in 2019. For me it is crucial to be part of the roadmap creation when developing the UX strategy. Lucía Martin Garcia , Sr. Much of it goes hand-in-hand.
A few weeks later, she offered me a job on her team. I kept meeting with every team in the company to learn more about what my business was good at, even if it didn’t involve direct contact with the products that I was building. When I was at HERE Maps, working with various teams to implement things, they didn’t just “do it.”
I try to help product and sales teams succeed under the mantra “Easy to Sell, Easy to Renew.” I’ve struggled to find many examples detailing how to bond product and sales teams ( Antonia Bozhkova offers a good perspective ). Your teams will realign and strengthen their partnership as they see the product through each other’s eyes.
Over the last three decades, across 10 full-time jobs and 150 consulting clients, I’ve headed up product teams 18 times (mostly as interim VP ) and helped another dozen companies choose their Head of Product. They don’t value experience running product management teams , instead overweighting narrow technical or market segment familiarity.
A veteran product leader with more than 30 years’ experience in software Product Management in Silicon Valley, Rich spent about 15 years working for well-known companies building enterprise software. Don’t tolerate bad management if it’s making you miserable. Leadership patterns to watch for. “I
I’ve noticed a frequent executive-level misalignment of expectations across a range of software/tech companies, particularly in B2B/Enterprise companies and where Sales/Marketing is geographically far away from Engineering/Product Management. Let’s call it the software development deli counter problem. I’m exaggerating, of course.
Realising it would be safer to diversify, he’s gone on to spend the last 30-plus years working with more than 90 organisations across the world in interim leadership roles and consulting. We talked to Rich about leadership, how to make sure that your next job is with the right company, and how to win friends and influence people.
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.
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