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A framework for product launch success Watch on YouTube TLDR In this episode of Product Mastery Now, I interview James Whitman, author of LAUNCH Code and founder of Growth Guidepost. James shares insights from his research studying companies that consistently launch successful products.
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
He shares practical insights from the Product Development and Management Association (PDMA) framework and explains how product managers can use these principles to improve their product development process. For example, his business unit needed to coordinate holidays across three regions: Sweden, Taiwan, and Japan.
Watch the Full Roundtable Or keep reading for the full recap and a preview of the exclusive 20-frameworkstrategy guide available to members of The Product Way. We put together a complete strategy breakdown with 20 frameworks, real-world examples, and targeted guidance for both PMs and CPOs.
Ideation, discovery, research, and analysis all inform the development of a productstrategy that evolves iteratively as the product team learns more about customers, their problems, and potential solutions. However, effective communication of productstrategy often presents challenges for product leaders.
Listen to the audio version of this article: [link] Confusing Vision with Strategy For a product vision to be effective, it is best captured by a simple, easy-to-understand statement or slogan. For example, the vision for a presentation tool like Microsoft PowerPoint or Google Slides might be “inform and inspire people.”
Key Challenges in Strategic Product Leadership During our discussion, Atif identifies three main challenges that senior leaders face when developing and implementing productstrategy: 1. This example demonstrates how to balance different business needs when exploring a new product idea.
Waterfall) Product type (AI vs. non-AI products) Market focus (B2B vs. B2C) He emphasized that these contextual factors significantly impact a product manager’s role. Requirements Engineering Following roadmap creation, requirements engineering emerges as a crucial activity where productstrategy meets technical execution.
Instead of preparing perfect presentations for the boardroom, successful product managers: 1. Incorporate diverse viewpoints into productstrategy 4. As organizations grow, product management roles typically become more specialized and focused on smaller components of the overall productstrategy.
“Reimagined: Building Products with Generative AI” is an extensive guide for integrating generative AI into productstrategy and careers featuring over 150 real-world examples, 30 case studies, and 20+ frameworks, and endorsed by over 20 leading AI and product executives, inventors, entrepreneurs, and researchers.
Below, you’ll find what I believe is the most actionable, specific, and straightforward framework for crafting a strategy, for both your product and your company. As Chandra shares below, his framework sits on top of the best strategy wisdom out there (e.g. What exactly is productstrategy?
In this Patreon-exclusive article , part of our Roadmap to Mastery series, we explore: Why these challenges are difficult even for seasoned PMs Practical frameworks to approach them with confidence A case study where structured planning improved both collaboration and customer satisfaction What Youll Learn: How to push back without damaging trust Techniques (..)
( 10:08 ) Annual planning as an example ( 16:48 ) Tactical tips for staying less busy ( 25:20 ) Question two: Do I actually have good taste? ( 38:09 ) Question three: Why does my job feel so frustrating? ( 43:29 ) Question four: Am I really listening? (
The SpaceX Raptor engines are a great example. Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. I’ve also found it helps to show the positive impact on other teams — customer implementation, for example. All products bloat over time.
One example of an organization we worked with is Drexel University. AWS, for example, offers hands-on support to optimize your AI models and integrations. Her goal is to help Modus Create customers create phenomenal customer experiences by truly understanding what it takes to get there and supporting them accordingly.
It bridges the gap between observation and action, transforming scattered (and messy) information into clear, prioritised insights that can drive productstrategy. For example: P01: Jane — Onboarding The above signals Test Participant 1 , Interviewer Jane , on the theme of Onboarding.
Definition and Core Components Outsourced software product development refers to the practice of delegating all or part of the software development lifecycle to an external partner. This can include: Productstrategy: Roadmap definition, market research, feature prioritization.
Top Robinhood Interview Questions These are examples of real interview questions asked at Robinhood as reported by candidates. Design an evaluation framework for ads ranking. What strategies would you use to avoid model drift in a production system? Behavioral Why do you want to work at Robinhood? Design a chatbot.
Organizations must establish rigorous governance frameworks to mitigate these risks, ensuring GenAI is used responsibly and aligned with ethical standards. For example, if you do a lot of in-house development, Scott suggests exploring tools that can help with code development and code review.
By the end of this guide, you’ll have a high-level framework for approaching every round with clarity, confidence, and structure. Role Focus Skills Examples Machine Learning Building and tuning ML models and systems. - ” 🧠 Tip : Use examples from past projects and explain trade-offs like a teacher, not a textbook.
Listen to the audio version of this article: [link] What Information Should a ProductStrategy Provide? I like to think of the productstrategy as a high-level plan that helps you realise your vision and that answers the following four questions: Who is the product for? Do You Need a Strategy for Your Product?
Guest Post by: Alex Hsu (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Addi Regev]. Why do I need a framework? A research conducted by Alpha UX found that 25% of Product Manager surveyed wished for a clearer product roadmap and strategy. This was second only to increase in salary! Research article.
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Unanimity Smaller strategy updates and new or changed product roadmap The individuals don’t have any meaningful objections.
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
To avoid this outcome, we apply a simple three-part framework before we start exploring solutions. Our simple team alignment framework . Our SVP of Product, Paul Adams, describes innovation as building something new, different, and better. Is this critical to the company and productstrategy? Example 1: Inbox 2.
At Founders Factory we’ve created and implemented a framework for our product coaching practice based on the hypothesis I wrote about in Mind the Product last year for why product thinking needs to be the future of product management and why product coaching is how we get there.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective productstrategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
Both product and productstrategy should fall in place to make the startup sustainable and help them to grow. The importance of measuring the small outcomes associated with their product goals or visions is the key to churn expected benefits throughout the product life cycle. What is wrong with these startups?
A strong productstrategy is often neglected because of the absence of any strategic thinking in product teams. What can product managers do to make sure they give their productstrategy the attention it warrants? But today many, if not most, product teams fail this very first test. Sound familiar?
But this taught me an important lesson: There is no point in worrying about the product details if a sound productstrategy is missing. As helpful as a productstrategy is, it’s not enough. As helpful as a productstrategy is, it’s not enough. Most companies offer more than a single product.
For example, you could be a product and a feature owner on a larger product, or you could be a portfolio owner and at the same time, manage one of the products in the portfolio, assuming that this neither leads to biased product decisions nor sacrifices sustainable pace. Word is the product.
Here are four examples: Joe, the sales rep, has promised a feature to an important customer without first talking to you—the person in charge of the product. Cindy who helps you manage the product started to come late to meetings. The following sections explain how you can apply the framework. How are you doing?
Launching a product without a well-defined productstrategyframework is similar—you risk wasting resources without a clear path to success. So, how do you outline a productstrategyframework that is the foundation of product-led growth ? What is a productstrategyframework?
During the month of September, Product Management University is offering a no-cost, no-strings-attached 1-hour Master Class on how to use our “Solutions Value Chain” framework to create a solid foundation for your 2025 productstrategy. A real world case study example to model your own after.
Scrum is a popular agile framework. This team consists of a product owner , a Scrum Master , and several developers, which are also known as development team. But what Scrum lacks in my mind, is a way to involve the key stakeholders in strategic product decisions and the product discovery work.
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 teams develop successful products. I find that the framework is best suited for products that are affected by a significant amount of uncertainty and change.
Photo by Kampus Production from Pexels I always try to practice what I preach. When I talk about productstrategy, I apply the same methodologies to my own company although my product is not technological. For example, if you have an employee churn problem, it’s a good place to call it out.
It is a framework for seeing interrelationships rather than things, for seeing patterns of change rather than static snapshots. In product development, decisions might not have immediate consequences, but their impact will unfold over time. How are you applying this mindset in your productstrategy? Interested in More?
You should be aware of new trends, be able to make an informed guess if they are likely to impact your market and product, and decide if a technology needs to be further investigated. This usually doesn’t require in-depth technical skills like being able to write code or understand how a specific machine learning framework is used.
Listen to the audio version of this article: [link] ProductStrategy and Change Strategy means different things to different people, so let me briefly share my definition. A productstrategy describes the approach chosen to make a product successful. Eisenhower, we could say, “Strategy is worthless.
In order to leverage the product life cycle model, you have to define the business benefits your product delivers and then track them over time. For revenue-generating products revenue is commonly used, for example. This typically results in smaller, often incremental product changes. What’s the Alternative?
The value assessment framework allows you to identify gaps in any of the value layers — definition, delivery, and perception. Photo by Iain Kennedy on Unsplash When I was a product lead at Imperva, there was a feature that engineering kept telling me required a rewrite. Some even need to be left untouched.
Product leader Aatir Abdul Rauf outlines questions product managers should ask when crafting a productstrategy. By Tremis Skeete , for Product Coalition Productstrategy continues to be a misunderstood concept and energizes many conversations and debates on LinkedIn. It’s not a set of goals.
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