This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
In this episode, he shares some insights from that workshop and his experience in productleadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts.
Amanda had 18 years of product management experience and was able to clearly foresee the obstacles I might encounter in my new role. We started by defining the objectives I wanted to achieve over the course of my 6 months in the product mentor program, an important exercise at the beginning of any mentor partnership.
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
Three Types of Leadership. Scrum is a simple framework with three roles: product owner, development team, and Scrum Master. Each role provides a distinct type of leadership. As the product owner, you lead the product and are responsible for its overall success. Lead the Product.
As you move into the new year you can help your product team prepare for success by exercising those productleadership muscles and implementing product management best practices. Here are our top tips for how you can lay the right foundations and get your productstrategy off to a flying start.
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. A simple representation for our productstrategy. That is, how should we balance multiple, simultaneous priorities? .
Influence and Trust as Leadership Building Blocks. Gaining the trust of the stakeholders, dev teams, and other product people is therefore vital so you can effectively align and guide them and achieve the desired outcomes. Measures to Build Trust with Stakeholders, Dev Teams, and Other Product People. Admit if you are wrong.
To effectively staff the product team, I recommend including the people shown in Figure 1. [1] 1] Figure 1: The Product Team Members Let’s look at the product team members in Figure 1 in more detail starting with the person in charge of the product. 4] As you may have noticed I didn’t list the product backlog.
At all of them, I start understanding the current state of Product Management. I then do various interviews with executives all the way to Product Management team members and surrounding functions. I review strategies and roadmaps. Other Times, it's due to a lack of skill set in product leaders.
This article assumes that you are familiar with the product vision board or the key elements of a productstrategy : market, value proposition, standout features, and business goals. A good vision exercises pull—it describes a future state that people want to bring about. A Brief Guide to this Article.
You can download the template for free from romanpichler.com/tools, and you can find more information on how to use it in my post The GO Product Roadmap. I like to use my Product Vision Board to develop a valid productstrategy. Use your vision and productstrategy to make the right decisions. Learn More.
A solid productstrategy takes time to build. Here is the method I use for creating a productstrategy that makes sense. When I talk to the startups I consult to , or with the CPO Bootcamp participants, I always say that building a solid productstrategy isn’t like solving a math equation.
Paul acquired the breadth of experience through his leadership roles at San Francisco Bay Area startups and high-growth companies. He helps rapidly scaling early-stage startups craft their ProductStrategy and everything related to it. I eventually got fired as a product manager. Not really.
Similarly, you would either co-create the product roadmap or discuss an initial version together with all product team members, as I explain in more detail in the article Maximising Stakeholder Buy-in to ProductStrategy and Product Roadmap. [4] 5] Figure 4 shows an extended product team that includes a coach.
The Eight Core Elements of a Winning ProductStrategy “The essence of strategy is choosing what not to do.”?—?Michael After what seemed like months of work, our product was emerging from stealth mode. The leadership team finally agreed on the vision. No choices = no productstrategy. Choice made.
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 productstrategies without a company strategy to hang them on. We can’t build a sensible productstrategy in a vacuum.
Her exposure to the product team —and the departure of a previous product manager—sparked Lisa’s interest and led to her stepping into the product manager role right around the time that Teresa began working with the product team as a discovery coach. It can also get leadership buy-in to where a team is heading overall.”–
Once the product-based revenue potential is rolled up across the portfolio, an enterprise number emerges to share with leadership. Of course, that product-driven revenue potential will be negotiated with leadership. In following this approach, you are taking an important and impactful step toward product-centricity.
from ‘ Drive’ All top product leaders know the importance that vision plays in the success of a product. As Marty Cagan states in Inspired : “When done well , the product vision is one of our most effective recruiting tools, and it serves to motivate the people on your teams to come to work every day.” Dan Pink’s Motivation 3.0
Roadmapping is at the core of productstrategy and product management. As a product person, and the VP of Product at Yesware , I’ve never come to fully embrace the discussion of what each team would deliver, in what sequence and within a long timeframe. Everything flows from this vision.
I find that mindfulness is particularly helpful for product managers and product owners. Go for a walk, do some exercise, chat with colleagues (but try not to talk about work). Like any exercise, regular short meditation sessions tend to be better than an occasional, long one. Creativity needs space. Learn More.
At ProductTank Montevideo (Mvd) we celebrated World Product Day earlier this month with a presentation from an awesome product leader, VP of ProductStrategy at Rootstrap, Neville Reeves. Neville started with a “nine dots” exercise (you must link all nine dots using four straight lines or fewer, without lifting the pen).
As the VP of Product Management at HiveMQ, Yury oversees HiveMQ product discovery and delivery by the Product & Engineering team. In his role on the leadership team, he is responsible for shaping and executing their productstrategy.
Cindy who helps you manage the product started to come late to meetings. It can be tempting to ignore people issues and focus on product-related tasks like reviewing the productstrategy , updating the product roadmap , and refining the product backlog. But this is hardly a recipe for success.
A great roadmap helps PM’s achieve the following: 1, It ensures the product team understand what they are working towards, by aligning the product to the company’s short term and long term goals. Image credit: ProductPlan Roadmapping sits in the ProductStrategy phase of a Product Management It’s very different to a Product Backlog.
As you might have noticed from reading this blog, I share many stories related to my personal relationships as a means to talk about productleadership. Often it’s because so much of productleadership is about relationships. At work, things are much more complex.
I find that a product walkthrough is often needed when you are trying to make the case to leadership to green-light a new venture based on the strength of your vision for it. All of this is why I find the best way to articulate a strategy is as a set of product/market fit hypotheses that you are constantly iterating on and refining.
It’s obvious that some companies see digital transformation as little more than a marketing exercise so that they can be seen as in touch with modern thinking. How Does Product Management Enable Digital Transformation? That’s where product management comes in. It must be driven from the top.”
Martin Good Strategy, Bad Strategy by Richard Rumels Productstrategy is a set of choices informed by product vision and company objectives. A good strategy consists of a diagnosis, guiding policy, and coherent actions. Why is productstrategy so hard? “What is productstrategy?
The same holds for product management: When you create a productstrategy for the first time, for instance, you are likely to make plenty of mistakes. Are you, for example, critical of the other person’s work and quick to exercise judgement? It is also a great opportunity to and learn something about yourself.
Compare this analysis to your productstrategy and positioning. Sharing your findings with cross-functional teams, especially marketing, sales, and leadership, is key to driving alignment and action. Competitor analysis should inform, not dictate, your product decisions. Are we ahead, on par, or lagging?
How can you take responsibility for the vision and shape the future of your product when you don’t control strategy at the corporate level?”. Developing a ProductStrategy. Product Vision. But product vision alone is not enough. ProductStrategy. Read five steps to a winning productstrategy.
This little gardening exercise and the patience it required led me to think about the things in our daily work as product leaders that simply take time, and there is nothing we can do to speed up the process. It was a lengthy process, with quite a few trials and errors, until we found the right strategy.
In addition to delivering a keynote at the Product at Heart conference (in case you missed it, you can find the video and transcript of that presentation here ), conference co-organizer Petra Wille also invited me to participate in a fireside chat at the Leadership Forum event. Introduction: What Is Product Discovery?
Productleadership is about finding the right business opportunities to accomplish with the right product. Here is a quick exercise to see if the market is ready for you: start with the problems you see today, and ask yourself: when this problem is solved, what will become the next problem?
Be Curious Not Judgmental: In my course People-First ProductLeadership , I do just that - I share how to put people on your team first. Remember Ted Lasso and involved your team in the exercise. You’ve read the article above and have your product vision. Now you’re ready to tackle the productstrategy.
The Product Leader Certificate requires a little more PM experience and demands competence in DevOps, data analytics, and hard technical skills. Key takeaways include productstrategy , user research, and the UX/UI design process. It explores productleadership fundamentals and managing growth, among other takeaways.
Product teams are responsible for creating a strategy and explaining the “why” behind the product. Product’s role is crucial to the development of effective productstrategy and stakeholder buy-in. This creative thinking exercise encouraged everyone to consider a new market.
And until now, I never thought to share the view a product leader has on roadmaps — at least publicly. I want to help you if you are new to productleadership -or- if you work for a product leader who doesn’t always communicate expectations, leaving you wondering what went wrong. Why share now?
I got the leadership team together in front of a whiteboard. This mapping exercise, along with empathy, will help calm their fears. I lead an enterprise software company in the healthcare space. I finally have a chance to do something about dreaded implementation experiences. What did I do? What every great consultant does?—?I
Over the last decade, there has been advancements in the product world where the CEO is no longer the only one who calls the shots; now, there is a ProductLeadership Team (PLT) who is supposed to work collaboratively with the product manager on defining the next set of features of a product.
The role did not require a lot of experience in product management because it did not involve developing and managing a product roadmap. Being responsible for a product roadmap typically requires more experience in product management because it is related to developing a productstrategy based on company objectives.
This second post on the methods we use at Onfido to help us think commercially and strategically looks at State of Product meetings. This meeting is an exercise in strategy, an opportunity to take stock of where your product is, where it fits within the wider market, and where it should go. ProductStrategy.
And this idea of “not now” is really powerful, because saying no is really critical to any kind of productstrategy and product execution. It’s the predictability of the leadership team, it’s the predictability of you, of me. Whereas “not now,” “Oh yeah, not now. ” And that’s brilliant, because obviously-.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content