This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
What the product vision shouldn’t be, though, is a strategic decision-making framework. It shouldn’t capture elements like the target group, value proposition, and business goals. This would not only detract from its main objective, but it would also cause it to overlap with the productstrategy and make it unstable.
Instead, organizations need to: Focus on finding the best solution rather than winning arguments Challenge assumptions constructively Build collective ownership of decisions Create space for different perspectives Building Cross-Functional Success A key insight from our conversation is how product launches require coordination across departments.
This led to the creation of “product success teams” – cross-functional groups that included leaders from various departments working together to ensure product success in the market. This position was a departure from hands-on product work to leading through others and shaping organizational direction.
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
Key Challenges in Strategic Product Leadership During our discussion, Atif identifies three main challenges that senior leaders face when developing and implementing productstrategy: 1. Three different groups crafted a problem statement related to this idea and then identified key questions they needed to answer.
How do hybrid product teams stay aligned and effective across time zones and work styles? Get Access – Just $5/month To access these frameworks and join our growing group of product leaders building smarter, more aligned teams: Join The Product Way on Patreon Just $5 USD/month at the Product Enthusiast tier.
In both instances, Id recommend using an overall portfolio or bundle strategy in addition to the individual productstrategies. If I were in charge of the suite, Id use a portfolio strategy that guides and aligns the strategies of Word, PowerPoint, and Excel. [1] Take Microsoft 365 again as an example.
Compare this analysis to your productstrategy and positioning. annual reports) Observable data : Derived from observation and synthesis (e.g. pricing, campaigns) Opportunistic data : Gathered through conversations or informal channels (e.g. Step 5: Compare Competitors with Your Offering Now its time to interpret the data.
Focus groups: Gather 5-8 participants from your target users in a moderated discussion. Segment your audience With the data you’ve collected, the next crucial step is to group different user types based on attributes or behavior. These sessions can bring shared pain points or trends that one-on-one conversations might miss.
Building trust with stakeholders isnt just a nice-to-haveits essential to preventing failed product launches due to poor stakeholder management. Without trust, even the most well-thought-out productstrategies can face pushback, leading to misalignment, delays, and increased risks.
There are multiple ways to approach solving this (I know you’ve mentally started solutioning), from killing one of the products to better managing customer flow so only one widget option is presented to any given customer. Conclusion You don’t have to have own a productstrategy to get value from writing problem statements.
Turning Strategy Into Outcomes: Influencing Stakeholders To Achieve Alignment By Erica Wass At a Glance This blog outlines how successful productstrategy depends on aligning cross-functional stakeholders, not just building a strong plan. In product management, strategy alone isn’t enough.
We also asked them if there is a particular way the product iteration process should look like. 2 Unique value proposition should be the major criterion for making decisions Roger Cauvin, founder at Dadnab Productstrategy should drive all product decisions.
This blog dives deep into: How AI is revolutionizing core PM functions The top AI-powered tools every PM should know The future skillset of the AI-native product manager Let’s explore how to stay ahead in this AI-first world. Market Research: From Manual to Machine-Learned Market research has always been a cornerstone of productstrategy.
HubSpot: GroupProduct Manager, Growth Onboarding The HubSpot Product team is passionate about building tools that help small and medium-sized businesses market, sell, serve their customers, and ultimately grow better. They have built for more than 200,000 customers in over 100 countries around the world.
It bridges the gap between observation and action, transforming scattered (and messy) information into clear, prioritised insights that can drive productstrategy. Group findings into themes and sub-themes Cluster related observations, typically piggy-backing notes with the same sentiment/idea vertically.
Outlined below are proven best practices for incorporating scalable analytics into SaaS products: Embed from the Start Treat analytics as a foundational component of productstrategy from the outset. Early integration prevents future obstacles and ensures analytics scales alongside user growth and feature expansion.
Professional interests Spencer is looking for roles focused on AI-driven product innovation, platform unification, and enhancing operational efficiency. Skills AI/ML integration, productstrategy, SaaS platforms, data analytics, cross-functional leadership, and agile execution. How can Spencer benefit your company?
They are seeking a Mobile Product Manager to lead the innovation and expansion of their field service mobile application across iOS, Android, and various third-party integrations. Candidates short profile Aleksandra has experience driving productstrategy, user experience, and feature prioritization in mobile game development.
Product type - What kinds of products and services will you offer? Consumer segment - What groups of consumers will you target? Vertical stage of production - In what stages of production will you engage? In which price tier? Meeting which consumer needs? Distribution channel - How will you reach your customers?
Team dysfunction often stems from unresolved personal issues: “Teams are groups where we unconsciously find the perfect foils to work out our own issues.” Use legacy as a personal compass by asking, “What would I like those who follow after me to believe to be true about me?”
I ended up moving to Austin, was tapped on the shoulder and invited into a really small group when they were building a new business and they needed someone do “product-y stuff” and I said, “Well, I’ve never done that I’m not sure how creative writing can apply to that, but I’m happy to give it a shot.”
If this is your interview, you’ll likely participate in several group exercises, and you may also have a 1-on-1 in-person interview there. No matter the type of interview, IBM recommends demonstrating knowledge of the company, the team, and the product you want to work with during this round. Tell me about your experience.
A/B testing) Product sense and business metrics Communication and stakeholder management Less emphasis on advanced ML algorithms ⚙️ Common job titles: Data Scientist, Product Analyst, Business Data Scientist Full Stack Data Scientist These roles require strong ML chops and a solid business and productstrategy.
You know, I work with a lot of companies in their IT or other infrastructure groups, and it’s just it’s almost like a a nonprofit. And the IT group, they wanted to bring they wanted the IT people to be more like business people. It’s a it’s a business in a business. And so you have customers. They have choices.
Some will be brand new, others might be veteran power users, and each group has unique perspectives on whats helpful and what isnt. With enough user input, you can spot exactly where your productstrategy should head, saving resources and focusing on improvements that will genuinely matter to your audience.
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. I like to use my Product Vision Board to develop a valid productstrategy. Keep your roadmap realistic: Don’t speculate and don’t oversell your product.
Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
Listen to the audio version of this article: [link] What Information Should a ProductStrategy Provide? I like to think of the productstrategy as a high-level plan that helps you realise your vision and that answers the following four questions: Who is the product for? Do You Need a Strategy for Your Product?
Let’s make this more concrete by looking at a popular product discovery tool, Teresa Torres’ Opportunity Solution Tree (OTS). [2] 2] Before I proceed, let me point out that I am neither a product discovery expert in the sense discussed below nor do I fully endorse the specific approaches created by Marty and Teresa.
Listen to the audio version of this article: [link] ProductStrategy Discovery Explained What is productstrategy discovery? More precisely, it is the process of developing a productstrategy whose implementation will likely create the desired value and impact.
I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and present productstrategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
Guest Post by: Marissa Fong (Mentee, Session 5, The Product Mentor) [Paired with Mentor, Bill Gourlay]. Product management requires productstrategy. These are all key questions addressed as part of productstrategy. Below were what I brought to the products and how I was able to drive for quick results.
Listen to the audio version of this article: [link] Involve the Right Stakeholders Stakeholders can form a large group, especially in bigger companies. [1] The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it.
Nominate a great product manager you know today @ [link] ! Thank you to everyone who made it to our latest roundtable meet-up of The ProductGroup at Digital Ocean , as well as to our other sponsors, Yext , BKLYN , InVision , SUMMIT , Balsamiq Studios and Sunshine Suites. Product Culture from the protagonist to solving.
A solid productstrategy takes time to build. Here is the method I use for creating a productstrategy that makes sense. When I talk to the startups I consult to , or with the CPO Bootcamp participants, I always say that building a solid productstrategy isn’t like solving a math equation.
Listen to the audio version of this article: [link] The Head of Product Role in a Nutshell A head of product manages a group of product people —individuals who look after one or more products and who may be called product managers or product owners.
This is particularly helpful when you are faced with a large group of stakeholders, which is not uncommon in bigger companies. As its name suggests, the grid analyses the stakeholders by taking into account their power and interest; it assumes that people take a low or high interest in your product and have low or high power.
A product portfolio strategy is a high-level plan that helps you maximise the value a group of products creates. These guide and align the strategies of the portfolio members , as Figure 1 illustrates. 1] Product Portfolio, Product Family, and Product Line—What’s the Difference?
The SAFe product owner who owns the product details. A portfolio owner who manages a group of (related) products. Each of the roles above is a product management role; anybody playing one of the roles takes on product ownership; and each role can be exciting and rewarding. Word is the product.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Group dynamics: You know what it takes for a group of people to effectively work together , and you are able to help a group of individuals jell.
How I came to realize productstrategy doesn’t exist in isolation “Two roads diverged in a wood and I?—?I So what exactly is productstrategy? Why is it important if I have a solid product management team?” How I defined productstrategy would define my professional career. your launch event.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content