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Mismatched Expectations: Product Information and Sales Teams

Mironov Consulting

Lately, I’ve been writing a lot about entirely predictable goal misalignments between the maker side (product, engineering, design) and the go-to-market side (sales, marketing, customer success) of tech firms, especially at B2B/enterprise software companies.  That  Plus frequent updates on everything for the C-suite.

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The Seven-Part Guide to Portfolio Product Management & Marketing

Product Management University

That way, they’re always leading from a position of strength. Portfolio level business requirements deliver three primary benefits: Through the Eyes of the Customer – They force product management teams to see their target customers holistically, without product bias, which leads to better product decisions and more valuable solutions.

Marketing 130
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The Great Silence

The Product Coalition

I even know some highly effective organisations with hundreds of thousands of users who just have product designers instead of product managers in most of their squads and are seeing positive results. The issue feels a little more systemic. Using these ideological tools for your own sanity is great.