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In both instances, Id recommend using an overall portfolio or bundle strategy in addition to the individual productstrategies. Take Microsoft 365 again as an example. If I were in charge of the suite, Id use a portfolio strategy that guides and aligns the strategies of Word, PowerPoint, and Excel. [1]
Gathering insights about target users through user research, such as surveys and interviews, is essential to tailor products effectively and enhance user satisfaction. 6 Goal-Oriented Questions Understanding user goals helps align productstrategies with long-term business priorities and aspirations.
ProductGoals Defined. The Scrum Guide released in November 2020 states that “the productgoal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the productgoal is in the product backlog. Figure 1: The ProductGoal in Context.
Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes productgoals.
It's your strategy that allows you to make decisions that help you meet your goals in the first place. For example, if you want grow your revenue, your strategy may be to enter a new market - and you may decide to make your product stand out in that market by adding analytics. Evaluate requests from stakeholders.
An effective productstrategy is key to successfully create, enhance, and manage a product. There is no point in worrying about the product details and writing user stories if a sound productstrategy is missing. But what exactly is a productstrategy? Figure 1: My ProductStrategy Model.
ProductGoals Defined. The Scrum Guide released in November 2020 states that “the productgoal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the productgoal is in the product backlog. Figure 1: The ProductGoal in Context.
Let’s say, for example, that the objective is to “increase engagement.” OKRs can be used to create cascading goals—goals that are systematically linked. This is done by using higher-level key results as lower-level objectives, as the following example shows. A productgoal, finally, helps determine the right sprint goals.
Goal Outcome-based : Clearly state why it is worthwhile to progress the product. Describe the specific value it should create, for example, “increase engagement,” “generate revenue,” or “reduce development time by removing technical debt.” Specific : Make the goal—a.k.a. Will you, for example, measure daily active users?
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 ).
To make this more concrete, let’s look at an example: Objective : Grow the product management team. Key result 1 : Three product managers are hired. Key result 3 : The product management processes are adapted to preserve the productivity level of the team. The fourth row lists the product’s features.
Technical debt can be valued in terms of “future change” outcomes like improved delivery velocity or better platform scalability, for example. A lot of our product work requires discovery, which is why the Opportunity-Solution-Experiment concepts in Teresa Torres’ tree are ideal. Well, th at’s the role of a productstrategy.
Crafting a winning productstrategy is crucial for SaaS success, and finding the right productstrategyexample can provide all the inspiration you need. This article provides concrete examples of different productstrategies employed by SaaS companies. Book a demo to learn more.
I find that the framework is best suited for products that are affected by a significant amount of uncertainty and change. It therefore offers only limited support for product people. 4] Using productgoals offers you the following four benefits: First, they focus and direct the product backlog.
Here is why: As the person in charge of the product, you typically require the stakeholders’ expertise to make the right product decisions. You might not know, for example, which marketing strategy is most appropriate or which sales channels are most effective. Tips for Forming Effective Product Teams in Scrum.
Say I wanted to create a product that helps people become more aware of what and how much they eat. As the product vision, I could then choose “help people eat healthily” or just “healthy eating.” While the example states the purpose of a new product, I find that a vision is equally beneficial for an existing one.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the productgoals on the product roadmap to discover additional KPIs.
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.
For example, a productstrategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
A stakeholder is anyone who has a stake in your product, who is affected by it, or who shows an interest in the offering. For example, these stakeholders are likely to include representatives from marketing, sales, support, and finance for a commercial product. Increase your product management expertise.
This includes product roles such as product owner and feature owner. Staffing : Help find people who have the right skills and are motivated to work on the product and who can fill the roles. For example, I’ve seen organisations where the Scrum Masters work with HR and the development teams to recruit new team members.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Carrying out the relevant product discovery work and taking into account product ethics. Creating and validating a productstrategy including market and user research.
The value the product should create is not clearly understood : A validated productstrategy and an actionable product roadmap are missing. If this data is actioned, bad product decisions will be made. Then ask yourself how you can tell that these goals have been met. 3 Stakeholder or Big Boss Dictates KPIs.
I therefore recommend applying a different product roadmapping approach and using goal-oriented roadmaps , which are also called outcome-based. As their name suggests, these roadmaps focus on productgoals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt.
Instead, you rely on the contributions and the support of the key stakeholders , the development team members, and possibly other product people who help you manage a large product. For example, the marketer has to create the marketing strategy, and the development teams have to design and build the product.
Launching a product without a well-defined productstrategy framework is similar—you risk wasting resources without a clear path to success. So, how do you outline a productstrategy framework that is the foundation of product-led growth ? Productstrategies help you design and grow your products.
Step 1: Set an Outcome-based Goal for the Next Three Months To get started, set a single, outcome-based goal for the next three months. An example for an online shop might be “increase conversion by 5%.” [1] 1] Make sure that the goal states the positive impact you want to make on the users/customers and the business.
Setting smart productgoals is a vital skill for any sensible SaaS owner or product manager to get right. In this article, we’re going to explore what makes an effective productgoal, the difference between goals and product initiatives, how to set them and make them work with your product backlog, and more.
Collaboration : PLD involves close collaboration between product managers , designers , marketers, and engineers, aligning design with productgoals and technical feasibility. Using this information, you can create a customer-centric product that truly resonates with your target audience.
How to leverage user segmentation Let’s go over how you can leverage segmentation for maximum engagement: Tailor product features, content, and messaging to meet the specific needs of each user segment. For example, you can offer different onboarding experiences for beginners versus power users. Roadmap example from Roadmunk.
What are some good product vision examples? How is the product vision different from the company vision? What makes a great product vision? How should product managers develop effective product vision statements? They are also in sync with the company’s vision and shape the productstrategy.
In the product planning model above, the vision describes the ultimate purpose for creating the product; the productstrategy states how the vision will be realised; and the product roadmap states how the strategy will be implemented. Take the Apple Watch as an example.
Product metrics are data measurements that businesses use to evaluate the success of a product and determine how customers are engaging with it. Popular metrics like churn rate and conversion rate inform productstrategy and help various company stakeholders to understand a product’s value.
OKRs are a method for setting and tracking goals. Let’s say, for example, that the objective is to “increase engagement.” OKRs can be used to create cascading goals—goals that are systematically linked. This is done by using higher-level key results as lower-level objectives, as the following example shows.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the productgoals on the product roadmap to discover additional KPIs.
Looking for micro and macro conversion examples to better understand the buyer journey and improve retention ? Micro-conversions are small steps your users take to reach the primary goal. For example, if a new user gets stuck during onboarding, it is a red flag that it’s not that good. Let’s take an example.
He helps rapidly scaling early-stage startups craft their ProductStrategy and everything related to it. He also helps middle market and scrappy companies generate new productstrategies for significant, sustainable growth. You need to make sure there is buy-in from all stakeholders.
Say I wanted to create a product that helps people become more aware of what and how much they eat. As the product vision, I could then choose “help people eat healthily” or just “healthy eating.” While the example states the purpose of a new product, I find that a vision is equally beneficial for an existing one.
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. You might say, for example: Hi Joe, it’s been a while. How are you doing?
According to Ant Murphy, the reason is simple, you don’t have a prioritization problem, you have a strategy problem. We explain how to create a successful productstrategy, the role of productstrategy in prioritization, and how to align your prioritization efforts with your strategy.
In practical terms, involve stakeholders and dev teams in decisions that affect the productstrategy and the product roadmap —be it that you create the plans or that you make bigger changes to them. Lead by Example. To make things worse, it’s not clear who has the final say on productstrategy changes.
Many startups with an ordinary product make the way to growth and scalability whereas others with great products fail to survive. Both product and productstrategy should fall in place to make the startup sustainable and help them to grow. What is wrong with these startups?
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Carrying out the relevant product discovery work and taking into account product ethics. Creating and validating a productstrategy including market and user research.
I therefore recommend applying a different product roadmapping approach and using goal-oriented roadmaps , which are also called outcome-based. As their name suggests, these roadmaps focus on productgoals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt.
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