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Listen to the audio version of this article: [link] Why Conflict Matters Conflict is often seen as something bad that should not occur. 1] This is especially true in productmanagement. As product people, we work with individuals from various business units or departments with different views and ideas.
How productmanagers 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.
The conversation tackled two questions that are defining modern product leadership: How do you make coaching actually work inside productteams How do you embed discovery into everyday work without burning people out or wasting time If you are building product with a team right now, these challenges probably feel familiar.
What about stepping up to lead a team while a coworker is out on leave or joining a new team and having to earn their trust in less than a month? . Using existing behavioral and habit formation research, I developed and employed a simple and effective framework. The framework. I was determined to do better.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their ProductManagement organizations. At all of them, I start understanding the current state of ProductManagement. I wanted to share with you the framework I use when doing this.
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 productmanagement and in the process develop my own product philosophy. .
Guest Post by: Julian Dunn (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Vikas Batra]. I became a productmanager because I wanted to take a more strategic role at my company. Thus, I arrived at the Product Mentor program with ambitions to learn strategy development from a seasoned product mentor.
Productside | ProductManagement Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When productteams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a product strategy problem. Thats where the Productside Blueprint comes in.
Guest Post by: Merziyah Poonawala (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Joni Hoadley]. What do you do when your team is working their socks off and yet they are getting little credit for the work being done, mainly because the team isn’t able to set concrete expectations with the stakeholder? THE CAUSE.
Now, I have the amazing responsibility of coaching other ProductManagers. I’ve been on a journey when it comes to PM developmentframeworks. It’s designed to highlight at-a-glance how effective a ProductManager is and where growth opportunities are. Written and verbal.
He most recently ran ProductManagement, Marketing, and Partnerships across Square while reporting to the CEO. Over a nine-year tenure, he also held various General Manager roles with full P&L responsibility, including the flagship Point of Sale business. Subscribe now.
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. Itamar has over 20 years of productmanagement experience working with industry leaders such as Google and Microsoft. Negative – where launches are so bad they get rolled back.
The most important take-aways were the importance of consistent one-on-ones and realisation that team diversity can sometimes oppose the team culture and this is not a bad thing. Of course we had internal discussion about this situation in my team. Company culture vs team diversity. Mentorship experience.
.” But do not allow people to dominate and tell you what to do, and don’t agree to a weak compromise. As the product owner, then you should own the product on behalf of the company and be empowered to have the final say, particularly if no agreement can be reached. That’s usually challenging enough.
The Secret ProductManagementFramework. Finally writing down the Secret ProductManagementFramework was a revelation for me. It put all the activities I do as a productmanager into perspective. One test of a new framework is how well it explains “previous observations.”
How productmanagers can move their customers to action using the StoryBrand Framework. Today we are talking about how to clearly communicate the value of a product to customers. Specifically, we will learn about a 7-part framework for marketing communications. 10:44] Take us through the StoryBrand Framework.
Before the advent of agile frameworks like Scrum , a product person—the productmanager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
Outcome-Driven Innovation – for ProductManagers Watch on YouTube [link] TLDR Tony Ulwick, creator of Jobs-to-Be-Done, introduces Outcome-Driven Innovation (ODI), a revolutionary approach to productmanagement. He was part of the team that created the PCjr, a product that flopped badly.
Guest Post by: Syed Abdullah (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Bryan Postelnek]. I have worked on several products that were built with passion and vigor. At JCDecaux, I led the development of an information kiosk for airport passengers. The kiosks are deployed to many airports in the U.S.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in productmanagement, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]
A four-layer framework to create a winning product strategy Today we are talking about creating product strategy. He is a strategic practitioner, having spent 20 years leading product, marketing, and business functions for large international corporations. Product strategy is doing that at a product level.
The Secret ProductManagementFramework. Finally writing down the Secret ProductManagementFramework was a revelation for me. It put all the activities I do as a productmanager into perspective. One test of a new framework is how well it explains “previous observations.”
The Secret ProductManagementFramework. Finally writing down the Secret ProductManagementFramework was a revelation for me. It put all the activities I do as a productmanager into perspective. One test of a new framework is how well it explains “previous observations.”
We became a so-lala product: So-Lala [zo la la] – German word for so-so or meh. The So-Lala Product epidemic. Similar stories have inspired new product and business developmentframeworks , thousands of articles, and numerous books. Companies simply ship too many poorproducts and features.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teamsdevelop successful products. Continue the discovery and strategy work while the product is being developed. But don’t stop there.
They’re fully accountable for business outcomes, not just product delivery—which creates a breeding ground for future founders and executives. This eliminates the uncertainty of whether poor traction is due to a bad idea or poor execution, making feedback interpretation clearer.
A platform owner who manages a platform as a collection of shared software assets. The SAFe product owner who owns the product details. A portfolio owner who manages a group of (related) products. None is per se better or worse.
I was asked to give a ten-minute overview of my continuous discovery framework and then participated in a fireside chat where the host, Cecilie Smedstad , asked me to go deeper in a few areas. Discovery is a team sport. Its not the exclusive domain of productmanagers. By the team that’s building the product.
It can be hard to reach the required level of buy-in without using design-by-committee , brokering a weak compromise, and agreeing on the smallest common denominator—which is hardly the foundation of a successful product. A better way is to co-create the product strategy and roadmap with the key stakeholders.
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.
Guest Post by: Marvin Mathew (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Jordan Bergtraum]. Ruthless prioritization translates to productteams spending time building the right thing at the right time. Productmanagement comes down to discipline and process.
So, it was natural that we should want to develop a talent growth plan for our people. Each month we send out an NPS survey to assess whether the company is being a great place to work, but a few months ago I also sent Google’s manager feedback survey to my team of 10 productmanagers. This is how we did it.
The Scrum Guide released in November 2020 states that “the product goal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the product goal is in the product backlog. The entire Scrum team is “focused on one … product goal” at a time.
Highly effective ProductManagersdevelop themselves in 5 key areas. Highly effective ProductManagers (or what I call Exponential PMs) tend to be strong in all of these areas. This is based on studying, speaking with, and coaching PMs and product leaders. Craft Competence ?? Market Competence ?????
It’s refreshing to see so many discussions and articles themed around productmanagement outcomes. After all, it’s the reason we productmanagers do what we do, right? Here’s a look at the good, the bad and the ugly when it comes to productmanagement outcomes. But not all outcomes are created equal.
She cofounded the Radical Product Thinking movement of leaders creating vision-driven change, along with authoring the book Radical Product Thinking: The New Mindset for Innovating Smarter. Summary of some concepts discussed for productmanagers. [1:56] 1:56] What put you on the path to being a product leader?
I stumbled upon a bunch of productmanagement memes while preparing for a talk. I think one of the ways to minimize the chance of this happening is to have an always on routine of talking to customers e.g. standing time to talk to customers that almost gets backed into the operating rhythm of the team. Of course?—?the
Guest Post by: Ralph Bautista (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Chris Butler ]. There are several ways to get into ProductManagement, the majority of folks stumble upon it by choice or because their organization needed to fill that role and you were the best candidate at the time.
One of my goals at Product Talk is to showcase what good productmanagement looks like. Today, I’m excited to introduce a new series, Product in Practice, where I’ll profile productmanagers doing great work. To kick off the series, we interviewed Rachel Allen , Director of Product at Omnitracs.
The secret to acing a productmanagement interview isn’t just knowing what questions to expect. The Most Common ProductManagement Interview Questions What do you see as a ProductManager’s main role within productdevelopment? What main changes would you make to [our product]?
I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” If you missed the first one on product success and team satisfaction , be sure to start there.
Strategy and enabling your team to solve problems makes the difference between a boss and an impactful leader. In this series, I look at what I wish I had known when I started as Head of Product… Summary Understanding strategy allows you to effectively delegate, motivate and align so you can move from a nice boss to an effective leader.
She is a strategy execution specialist, scaleup mentor, and co-founder of FutureBuilders Group, a network of Organisational Development specialists. Not bad Lisa. Not bad Lisa. Summary of some concepts discussed for productmanagers [2:31] Why do organizations need to transform and what are some examples of transformation?
To help hiring managers and recruiters, like myself, decide whether or not to interview you, it can be a great exercise to treat your resume like a professional product. Building on some of the other excellent career-as-a-product posts and talks out there, let’s do a deep-dive into your resume. If you’re. Storytelling.
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