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How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. He has developed a systematic approach to problem-solving that forms the basis of his book, Decision Sprint: The New Way to Innovate into the Unknown.
He most recently ran Product Management, Marketing, and Partnerships across Square while reporting to the CEO. Prior to Square, Saumil was a startup founder for LocBox, a marketing automation company that was acquired by Square in 2015. It happened with PMs, engineers, designers, and marketers at all levels of seniority and tenure.
We covered how to manage messy opportunity solution trees , the most common challenges teams face when getting started with the discovery habits, what Im working on next, and so much more. Discovery is a team sport. I did classic web development before there were frameworks back in the ’90s. I hate definition wars.
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.
After over four years of working freelance/contract, I entered the full-time job market for the first time this year. When I say niche down, I mean finding the narrow slice of the market where you can beat out all of the competition. How I landed a Product Designer role in 2 applications. Why NicheDown?
Today's job market isn't making transitions easier. Try this exercise: Take your current roadmap and ask "Why?" This proactive approach can spark valuable conversations and align your team's efforts. Master the "I/We" balance : "I believe this approach will help us achieve our team's goals" hits the sweet spot.
Picture this: A room full of product leaders huddled around market data like detectives at a crime scene, learning to spot the subtle clues that spell opportunity. It’s like developing a sixth sense for product success. How can we assess the level of product sense in PMs, designers, and developers? The secret?
Eleni: One of the reasons I’m so much looking forward to this conversation is because I myself did the transition from being a writer into marketing—which I feel like is a very common transition. Because the other part is standing up and talking to the team. You want to be able to have that conversation with the team.
Taking agile, a process otherwise optimized for small, cross-functional, collaborative teams and making it work at scale is fascinating. Think of a couple dozen teams (a couple hundred people) working to deliver across a couple hundred systems, for a multi-billion dollar organization. Getting Faster at Building the Wrong Thing.
Whenever you are faced with an agile, dynamic environment—be it that your product is young and is experiencing significant change or that the market is dynamic with new competitors or technologies introducing change, you should work with a goal-oriented product roadmap, sometimes also referred to as theme-based. 1 Focus on Goals and Benefits.
I then do various interviews with executives all the way to Product Management team members and surrounding functions. Below is a brief overview of the framework that I use and a few signs of where you should start if you want to run this exercise yourself. I gather data through surveys about observations.
This article assumes that you are familiar with the product vision board or the key elements of a product strategy : market, value proposition, standout features, and business goals. A good vision exercises pull—it describes a future state that people want to bring about. More Information : Market Segmentation Tips and Strategize , pp.
A Technical Exercise In this post, I’ll offer my idea of the sort of technical abilities expected from a product manager. My take on it: while I love ex-developer PMs, and find that their teams often execute better, this is by no means a requirement. The Product Interview?—?A The correct answer is always C.
Listen to the audio version of this article: [link] The Core Product Team Product teams come in different shapes and sizes. But all product teams I have seen consisted of the person in charge of the product—the product manager or Scrum product owner —and developmentteam members.
A lot of them worked in other positions before moving to product management, like engineers, analysts, marketers and project managers, and learned by taking on extra responsibilities. How to learn by doing it and lead a new team at the same time? How to plan for future growth for oneself, the product team and the products overall?
Referring to people as product owners who do not manage a product and do not exercise the right ownership is wrong in my mind: It creates confusion and it sets wrong expectations: Someone who owns a product part cannot take on the responsibility of maximising the product’s value and achieving product success.
Hence it is critical that one is aware of the best practises of the role and develops his own philosophy which results into maximum positive leverage for the organization. As I strive towards becoming a product leader, I wanted to understand the best practises in product management and in the process develop my own product philosophy. .
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 leadership team usually expects the individual contributors to provide iterative feedback. Simple task, right? First Attempt.
In the worst case, you have to go through a rewriting exercise where some parts or even the entire product are being redeveloped. To understand if and to what extent your product is affected by technical debt, talk to the developmentteam, for example, in the next sprint retrospective.
This week on Scale , we’re getting an inside look at how marketing helped them grow to a $1.5 Startup marketing is tough. But today, marketing is the primary driver of revenue at your typical, fast growing B2B startup. content marketing), organic costs are rising fast too. billion dollar valuation.
Setapp provides Mac users with a way to use and discover new apps, and developers with a new way to reach customers and generate extra revenue. We didn’t know know if our sales predictions were good or bad. Problems with Customer Development. Early numbers indicated that our growth predictions were very wrong.
Some companies will retreat and cut their spending by cutting bolder long-term innovations, and we saw in the recession around 2010 that was a bad strategy. There are many risks and uncertainties like the supply chain, market size, and expected profitability. 7:38] What advice do you give leaders about making strategic decisions?
Furthermore, in order to ensure that product teams don’t become too risk averse to learn from their failures and iterate their way to success, a few cautions are warranted in evaluating product teams. The last thing that product teams need is a leader who tells them: “You either succeed or you’re out.” Watch What You Measure.
An interesting role play, Steven lined up 6 victims willing participants, to represent the major functional groups in an organization, Product Management, Operations, Sales, Marketing, Customer Support, and Development, providing each of them a backstory to guide their motivation. The exercise was interesting.
The questions keep coming in and it can feel great to help move your team forward by making the decisions, but they quickly pile up and leave you with no time to consider the bigger picture. A shared understanding of your customers, problems, and vision helps your whole team make the myriad of day-to-day decisions involved in product.
When I am happy and content, everything seems OK—even an nagging problem with my website isn’t that bad and can wait. But when I am discontent, tense, or tired, small things can seem big and bad. Secondly, a major success factor for every product person is to develop empathy for the users and customers. Creativity needs space.
Sue, the Scrum Master , wanted to help the developmentteam get better at sprint planning. But the team still over-commits and under-delivers. Pete, the marketer, agreed to rework the marketing strategy to support the next major release. Instead, they may even get worse. It put me in a very difficult situation.
This is the recipe for a mediocre sales team. Like a sports franchise, a top team should be both collaborative and competitive. For Steli, soldiering through difficulty is the crucial muscle to exercise when feeling down and out. It’s just interesting to see how the market is interpreting this. to Close.com. Just do it.
The Most Common Product Management Interview Questions What do you see as a Product Manager’s main role within product development? How do you see your career developing in the next 5 years? What are your main strengths and weaknesses? What do you see as a Product Manager’s main role within product development?
Phyl was on the founding team of the first company Amazon acquired back in the ’90s and then was CEO of pioneering product consulting firm Creative Good, with companies like Apple, Facebook, and Microsoft as customers. Just as product people seek product-market fit, you should aim for candidate-market fit in your job search.
The process of defining your positioning strategy is not a one-and-done deal – in a crowded marketplace, it needs to be an ongoing exercise. And as the organization grows, the work involved to get teams aligned on who you’re selling to and how you’re selling is not something to be taken for granted either. They include: Close.io
A Scrum Master should recognize that different stages of a Scrum Team’sdevelopment require different approaches: some, teaching; some, coaching; and some, mentoring. A Scrum Master’s principal objective should be to remove themselves from daily operations by enabling the Scrum Team to be self-organizing. A cross-functional?—?be
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.
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. Typically this would be a cross functional team of C- level and director-level people. Product Market Analysis. Things to cover: Market ecosystem definition.
Prototyping helps you to focus your energy on the right thing at the right time in product development – and therein lies one of the secrets to building great products. The team, working with engineering and product design, started to weigh the factors that would determine how the product would ultimately look and feel.
Product management isn’t just for business and marketing people. You go beyond developing a solution and like to be involved in the definition of the solution itself, giving your perspective and suggesting appropriate changes. You’re curious, and you like to know the next feature on the roadmap to be developed.
The leadership team finally agreed on the vision. We knew our market inside and out. Should we only offer the product to members or the market at large? One allowed for a personalized experience, while the other offered a larger market potential. A yes with a weak how or a no receives a zero. a clear path forward.
As VP of Marketing and Growth at Duolingo through 2017, improving retention was the top priority of Gina Gotthilf. Gina stepped away from Duolingo at the beginning of 2018 to help non-profits better understand the growth and marketing principles that thrive in today’s tech world. Bridging the gap between marketing and growth.
In 2012, when I was working as part of the JustGiving team responsible for innovative products and disruptive business models, we decided to test how people could raise money for non-charitable good causes. Initially we worked with a team from ThoughtWorks for 12 weeks. Initially we worked with a team from ThoughtWorks for 12 weeks.
STATIK (Systems Thinking Approach To Implementing Kanban 1 2 ) can be a great technique to help teams get up and running quickly, even teams that are using Scrum. . Applying this approach designed for Kanban can dramatically accelerate the forming and improvements of a Scrum team. How does work flow through the team/system? .
Overlapping responsibilities and conflicting priorities are just a couple of the many friction points between product managers and product marketing managers – leading to inefficient workflows and potential product failures. What are the typical roles and responsibilities of product managers and product marketing managers?
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.
If your product managers are performing well, but not as a team, it’s a problem—a problem you need to solve fast. We weren’t using each other to discuss ideas, to develop plans, or even to ask for help, and cracks had started to appear around alignment and dependencies. Turning the Ship Around.
As Director of Product Management at Mixpanel, an important part of my role is hiring and developing a world-class team of product managers and ensuring that we’re empowering those people to be the best product managers they can be. I hope you find this info both thought-provoking and useful. Customer focus. Communication skills.
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