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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 strategydevelopment and execution.
I look at four dimensions for robust Product Organizations: Product Organizational Design ProductStrategyProduct Operations Product Culture Inside each of these are a few capabilities that are then broken down further into sub-capabilities that help me pinpoint where the issues are.
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.
If someone is referred to as product owner, then the individual should own the product in its entirety—like Word in the example—and not just a product part—such as the ability to save a document. The SAFe product owner is therefore focused on the product tactics.
Listen to the audio version of this article: [link] The Core ProductTeamProductteams come in different shapes and sizes. But all productteams I have seen consisted of the person in charge of the product—the product manager or Scrum product owner —and developmentteam members.
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. .
To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. 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. 2 Do the Necessary Prep Work.
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.
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).
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.
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. Sue, the Scrum Master , wanted to help the developmentteam get better at sprint planning. But the team still over-commits and under-delivers.
Martin Good Strategy, BadStrategy 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? Why is productstrategy so hard?
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.
Most organizations that start hiring to build out the productteam have not exhausted the potential on their current team. Growing your team from within is harder and requires more effort, but I believe it also helps you build a fundamentally stronger team in the long-run. A tracker for growing our team.
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. 2014 – Testing and Growing the Team.
Early in the pandemic, this led me to resent virtual meetings, especially virtual product review meetings. This particular product review meeting was a breaking point. I struggled to figure out how to run the product review meeting effectively. As a result, the team struggled with how to prepare. Why was this prioritized?”
An essential role of CPOs and other product leaders that’s never listed in the job description is giving organizational 'air cover' to product managers to postpone almost all new requests — so that their teams can finish work already underway. Let’s check back with your folks.”
Most organizations that start hiring to build out the productteam have not exhausted the potential on their current team. Growing your team from within is harder and requires more effort, but I believe it also helps you build a fundamentally stronger team in the long-run. A tracker for growing our team.
All those new features might look good on a product comparison matrix and give salespeople a new angle when pitching reluctant prospects, but none of it matters if those features aren’t solving real customer problems. Where are productteams getting their feature ideas? Why do productteams become feature factories?
TL;DR Feature prioritization is a process that involves ranking product features based on different factors, including customer value , business objectives, cost, and effort. A product manager or owner is responsible for prioritizing product features. This metric helps to de-prioritize features that are deemed too risky.
It brings product practices into the sales funnel and calls for your involvement in each and every step (as you should be doing regardless). It gives you the visibility you always wanted and requires real cross-team collaboration. The general process of product-led growth starts with mapping the customer journey?
If you work in a productteam or in a digital business, you’ve probably heard a lot about this topic, or might even have lost some sleeping nights due to the lack of it in your daily basis. It seems pretty obvious that designers and productteams have different ways of thinking, but have you ever wondered why?
Of course, product managers say ‘no” all the time, but it’s usually to bad ideas or things requiring resources that are simply unavailable. The harder part is shooting things down that aren’t bad at face value, but don’t match up with the strategy, vision, and timeline of the overall product. Good idea, bad timing.
The real world has limited resources, unrealistic deadlines, and new teams that have not been able to do research at all. In the real world, product managers may have to start from scratch and quickly find something meaningful to work on. In an ideal world, strategic insights would cascade down from the larger productstrategy.
When it comes to the productteam’s organizational structures and strategies, product operations is the hot new thing. More and more teams realize the value of having an operationally-focused professional. The role frees up time for product managers. This insight helps build trust with other teams.
How can Theodore Levitt’s classic Whole Product approach help with defining a product roadmap? I’ve been revisiting his concepts and their use recently, thinking about how to revise them for some exercises I’ve been doing with productteams. Whole Product Game Background. Thanks, Luke!
But what I later realized is that this field was just an avenue that allowed me to exercise a greater underlying passion: I wanted to build things. I started to recognize my love for products. I was drawn to handcrafted products that regular people like me would use. So I got a Master’s degree in microelectronics.
Growth is an emerging field, and there’s hardly a playbook on how to ace your growth interview (whichever side of the table you’re on), and yet hiring and team could be the most important “growth hack” of all. A lot of people try to understand a candidate’s weaknesses, but Elena Verna wants to know your superpower.
Continuous Discovery Habits by Teresa Torres teaches you how to set up a continuous discovery system within your organization with actionable exercises. Product-Led Onboarding by Ramli John and Wes Bush is a new book about how to implement user onboarding for the ultimate customer retention. How to build an onboarding team.
To be simple, the product management is an interdisciplinary role that reaches across teams to design, bring better products to the market, set your business plan, and marketing. Image credits: unsplash Let’s take an example in order to get a better idea about the concept of product management.
Productstrategy, discovery, and delivery: These are the three general dimensions for which product managers are responsible to optimize in a customer-centric organization. Productstrategy exists outside the well defined guideposts of dual-track agile (a product discovery and delivery methodology).
Let’s face it, user personas have gotten a bad rap over the years. As a result, many modern productteams have decided to abandon personas altogether and adopt practices like user scenarios, user stories, or the “Jobs to be Done” framework instead. Personas provide a common language across multiple teams.
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 Product Leadership Team (PLT) who is supposed to work collaboratively with the product manager on defining the next set of features of a product.
Listen to the episode below: As we reach our final stretch of exploring the human side of product , we’re joined by Ben Mills , Head of Product at Venmo, this episode. Overseeing a team of 11 product managers, Ben is a step removed from managing the actual product at Venmo. We have about 11 product managers.
Some sit outside the product domain, but still directly pushed me as a product manager to connect and empathize with other team members. Here’s my list of favorite online posts for product managers. 12 things about product-market fit. This is a post that’s really informs how I interact with team members day-to-day.
Poor structure can make things worse. Define your org structure There are many ways to organize productdevelopment. Organize cross-functionally within engineering, embed product and design It is common for Engineering to organize along functional lines. For example, Frontend and Backend teams.
Most people and teams conflate prioritizing and sequencing of work. Shaping a productstrategy involves both. Your product won’t spring into existence fully formed and ready to compete like Athena emerging fully armored from the head of Zeus. First you decide which problems are important to solve.
Lean Startup changed how we built products when it was published in 2011 – it lowered the risk in innovation by shortening development cycles. In Italy when northern Italy was testing aggressively, the directive from Rome was to chill a little because their numbers were looking unnecessarily bad.
Ideation is an intentional exercise to generate a high volume of ideas for a business’s products, services, and customer experience. Unlike “free-for-all” brainstorming sessions, these exercises remain structured and guided by a productteam member. Your productteam needs to capture every idea during the session.
Product managers often feel stuck during discovery. The pressure to ship fast turns discovery into a checkbox exercise rushed, inconsistent, and disconnected from the broader productdevelopment lifecycle (PDLC). Strong discovery practices reduce uncertainty by helping teams validate assumptions early and often.
Productivity expert David Allen once said , “You can do anything, but not everything.” This quote has taken on a life of its own, but this truth certainly applies to product management. Particularly in the software business, if you ask a team to build it, they likely can pull it off. Just say no.
The OKR methodology can be a powerful motivator for high performance and product excellence within teams and companies. The focus then shifts towards outcomes and individual and team authority and ownership. The OKR methodology helps organizations measure success and stay on target with their strategy and vision.
But as data-driven decision making takes on increased significance, we’ve seen “ product ops ” emerge to fill in the gap between the leadership and vision aspects of the product management and the facts and figures that inform team members. Products operations is to product management as marketing operations is to marketing.
What does it mean to not think like a product manager, and how do you undo previous bad habits in terms of thinking? That’s something where I’m trying to really break down in the product managers I teach. That’s something where I’m trying to really break down in the product managers I teach.
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