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Leadership or investors push for short-term wins that conflict with the roadmap. Customerfeedback is overwhelming , making it hard to separate signal from noise. Run structured stakeholder sessions to ensure leadership, engineering, and marketing teams remain aligned. Full breakdown in the Patreon recap!
His insights are grounded in decades of hands-on leadership across engineering, business development, and product strategyand his take on innovation is both practical and bold. Joeri makes it clear: the future of innovation is human-centered, customer-driven, and iterative by design.
Somewhere in the middle, customer needs get lost in translation. Clear feedbackloops. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. Thats why we test. Product managers push for roadmaps. Engineers push back with technical constraints.
Strategy and Product FeedbackLoops. In the team, to solve the problems in a way that will attract users/buyers/customers. In the team, to solve the problems in a way that will attract users/buyers/customers. These problems and questions are all about delays in the system's feedbackloops.
A key ingredient to build a better product is customerfeedback. There are various ways to collect customerfeedback that include customer surveys through sales executives, feedback forms, focused interviews, etc. Hence this process is efficient, objective, and a lot faster than traditional survey methods.
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. Let’s have feedbackloops. Lots of that.
At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. This holistic approach not only streamlines operations but also enhances the team's ability to deliver value to customers and stakeholders.
The Customer Service Gap Model By ADRIENNE TAN In competitive markets, delivering superior customer value is a top priority. It’s not just about creating a great product—it’s about ensuring the entire customer journey, from initial interaction to post-purchase support, exceeds expectations.
Dorian has a deep background in product development, starting in engineering and then moving to business leadership roles.? He has held R&D leadership roles and founded Auxilium in 2002 to help companies improve their R&D and leadership practices and transform their new product development using Agile practices.
Because todays users wont waittheres always a smarter, faster and more useful app waiting to take itsplace. Finance faces the same reality: bold, user-first design delivered through seamless digital platforms is what separates the leaders from those destined to become footnotes. According to Quanti research , by the end of 2024, 3.6
Defining your process for feedback will save time and improve feedback quality. Consider Your Approach to Feedback. At every level of our careers, we are faced with unsolicited, opinionated and sometimes outlandish product feedback from our internal teams. Dismissive of Feedback. Do you start with a “No”?
According to our recent State of UX in the Enterprise survey , ‘including research within the product development process’ is now the #1 challenge faced by UX teams in 2019. But how can you get research into this early stage? UX Designer / Researcher | adjust.com. “I Also, I think the roadmap should be defined by research too.
Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout). Meanwhile, product leaders are focused on hitting deadlines and delivering value to customers. But “going faster” is only part of the equation.
First principles help you focus on the fundamentals — like the value you want to create, the outcomes you’re aiming for, and what your users actually need. It was clear we weren’t delivering a product customers loved. What is the benefit to the customer? User needs, outcomes, and values must be in alignment.
Listen now: YouTube // Apple // Spotify Brought to you by: WorkOS —Modern identity platform for B2B SaaS, free up to 1 million MAUs Paragon —Ship every SaaS integration your customers want Vanta —Automate compliance. Tight feedbackloops beat elaborate planning. Simplify security.
You’ll help define the most relevant local payment methods to build (breadth) and aspects of payment methods to invest in (depth) to deliver the best outcomes for Stripe users. Who would be the best fit for this job? Who would be a bad fit for this job? Salary $178,600 – $268,000 Apply Here 2.
Few people have more experience with this move than Linda Lin , Director of Customer Success at the revenue intelligence platform Gong. Moving upmarket means larger customers and higher revenue, but it’s not without its challenges. Moving upmarket means larger customers and higher revenue, but it’s not without its challenges.
The $10B blueprint: Beyond Code & Canvas, how AI-Driven thinking will shape the next era of leadership Introduction: Not Just Pixels, But Power What if the future CEO of a trillion-dollar company is someone who blends creativity, systems thinking, and human empathy, with the power of AI?
An efficient and easy product feedbackloop is an essential component of every successful product. Setting up an effective customerfeedbackloop is one of the primary responsibilities of the product team. Product FeedbackLoop – Strategies. Market Research. Dogfooding. It can never stop.
In product ecosystems, this means that one small tweak to a feature can have significant effects on other features, user experience, or even marketing strategies. FeedbackLoopsFeedback is crucial to system behavior. Systems thinking identifies loops where outputs become inputs, influencing future results.
The value of a test kitchen when creating a product is immense. The ability to test and iterate based on real usage with real users is invaluable to getting to the root of a problem, understanding a user’s existence, and removing friction. So, what does a product test kitchen look like?
A well designed experimentation system allows a company to accelerate growth by creating faster feedbackloops and enabling progressive delivery. It enables a diverse set of ideas from across the organization to be tested systematically and learnings to be internalized by everyone. Test everything!
Parkinson’s UK is a pioneering and driven organisation; we’re transforming our organisation to ensure we are fit for a digital society. I used Roman Pichler’s Vision Board to map target users of the culture and their needs, as well as the business goals and the component parts of delivering culture change. Stay User-Centred.
Schremser’s talk at virtual summit The Journey to Customer-Centric Growth. Collecting customerfeedback is the magic that turned our company into a more customer-centric organization. We agilely implemented the feedback for our product and improved the customer journey. And what did you expect?”
It is a story of how we went from a broad problem to a validated concept through various twists and turns, and how we used feedbackloops along the way to course correct our approach. A high-quality customer onboarding experience is crucial for long-term growth of a business. Starting in broad strokes.
Customers are uninstalling the app right and left. We can’t promise customers will love every update or change you make to your app, but we know these strategies will help you understand what your customers actually want, intercept negative feedback before it’s public, and capitalize on the people who do like the changes.
You’ll never have to explain the importance of your discipline, nor explain what it is you do, to anyone in the leadership team. Our VP Product worked as a PM, a Designer and a Researcher in his career. Leadership doesn’t understand what it is you do. You’ll get direct feedback on your work from our customers.
Since customer success roles are relatively new, companies don’t always have a clear idea of what responsibilities are appropriate for a customer success manager (CSM). Customer success ensures customers get their desired outcome when using your product. Which involves: Managing churn and increasing customer retention.
I see strategy necessary at these management levels: Organizational strategy, to define the value the organization offers to the employees, customers, and other stakeholders. Product strategy, to define the value the products offer to the product's users/customers. Test architecture, to shepherd the testing tactics.
In my book, Continuous Discovery Habits , I define continuous discovery as at a minimum weekly touchpoints with customers by the team that’s building the product where they conduct small research activities in pursuit of a desired product outcome. To build out the visual, we’re relying on two small research activities.
This post is about how management fits into agile approaches. Teams need to figure out how to manage their WIP, collaborate with the customer, and deliver something small every day. The team decides what, when, and how to deliver (guided by customer value decisions for the when). The feedbackloops get shorter.
In a business climate where customer support is often considered a cost center, we’ve seen firsthand that investing in real-time support actually drives revenue and customer satisfaction. Offering real-time support at scale and online to thousands of customers is hard. Getting real-time support off the ground. Scheduling.
And thinking better is about finding simple processes that help us work through problems from multiple dimensions and perspectives, allowing us to better choose solutions that fit what matters to us. These statements distill thousands of data points into something much more straightforward and valuable for your leadership team.
For customer-centric SaaS companies, customer intimacy is indispensable to driving product growth. In this article, we’ll discuss what exactly customer intimacy means and how you can nurture long-lasting relationships that result in retention. Customer focus is about researching and satisfying customer needs.
Whether you are launching a new feature, entering a new market, or improving customer experience, it takes a symphony of teams. Why Cross-Functional Collaboration Matters Product leaders operate at the intersection of business goals, user needs, and technical realities. Balancing these requires input from across the organisation.
Everyone in your tech company should spend time with customers weekly. Helping everyone in your organization regularly engage with customers—specifically team members in non-customer facing roles—is powerful and even transformative. We shared learnings and customer stories from the experience regularly. Yes, weekly.
That’s me, giving my “Customer Obsession” talk at ProductTank in SF. Like product development, creating a talk is a highly iterative process that depends on feedbackloops and metrics. You can test-drive the idea with small audiences then iterate after your MVP talk is complete. Where do they fit into your outline?
In other words, product management is not about making sure products ship on time – it’s about understanding the needs of the customer and defining the right product to meet them. There’s no better predictor of a product manager’s success than how much time they spend talking with current and prospective customers.
Each product development process starts with identifying the right problem to solve: you all remember that users don’t buy a drill for a drill itself or for a beautiful hole that this drill can make, they buy it for a nice dining room they want to decorate with a picture. Could we make the user experience safer?
TL;DR Feature rollout is the process of releasing new functionality in small batches and to small user segments. Thanks to that, the development team can collect userfeedback and test the feature before rolling it out to all users. The team conducts research to identify opportunities and generates solutions.
In today’s B2B technology world, the terms “customer success” and “customer support” are often used interchangeably. In this battle of customer success vs customer support, there are stark differences but there is also a common thread that binds them together. What is customer success?
Are you frustrated with how your users are underutilizing your product, complaining about it, and not realizing the value that it has to offer? TL;DR Digital adoption : Ensure users extract full value from your product features by measuring active users, feature usage, and product stickiness.
And sure enough, the feedback was that things were starting to slow down. If you’re short on time, here are a few quick takeaways: A company’s differentiator, or the reason their customers choose them over others, only lasts as long as their ability to improve faster than others can copy. Being open to feedback.
Together they talk through what they want to build, and then the POM handles some of the the more nitty-gritty tasks, like data gathering and market research. However at Stripe, Product Ops’ primary focus is on providing value for the user. They strengthen customerfeedbackloops, and scaling product knowledge within the company.
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