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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 strategy development and execution. Service speed, staff needs Customer Value How does this work with loyalty programs?
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. In other words, the strategy should define how important each goal is, relative to others. A simple representation for our productstrategy.
In our world, this would have been considered a great productstrategy. As you are reading this, replace Ford’s car with your own product. Are you following these guidelines, or are you making avoidable mistakes? What people usually call strategy is in many cases just a general direction.
Instead of preparing perfect presentations for the boardroom, successful product managers: 1. Incorporate diverse viewpoints into productstrategy 4. As organizations grow, product management roles typically become more specialized and focused on smaller components of the overall productstrategy.
For the first two quarters, the area is strategy; for the last two, it is leadership. The first goal is about creating a new strategy, the second one talks about the product life cycle model, the third one covers decision-making, and the last one addresses active listening. The third row contains the most important information.
For example, a productstrategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
Productstrategy is one of the most important tasks of the product leader, and definitely one of the hardest things to do. This should be your first step into productstrategy. Since productstrategy is so hard, many companies simply skip it. in detail?—?which
Over 8,000 people were interested, so I figured this would be a perfect opportunity to explore my productstrategy skills. About me I’m a product designer with over 5 years of experience. This can inform future content acquisition and production/productstrategies. Would you use a Netflix comment section?
Strategy Occurs At Several Levels. I see strategy necessary at these management levels: Organizational strategy, to define the value the organization offers to the employees, customers, and other stakeholders. Productstrategy, to define the value the products offer to the product's users/customers.
How do you develop a robust UX strategy? We also look at: What a UX design strategy is Why it’s important Its core principles and elements A practical example of a company with well-established UX strategies Let’s dive right in! The strategy should also have information about the UX team, processes, and guidelines.
Follow respective UI guidelines (e.g., iOS Human Interface Guidelines , Android UI Design Guidelines ) and use native components where possible. Follow accessibility guidelines if required in theregion. Content Dont forget to localize product content like manuals, FAQs, and documentation.
By developing a customer segmentation strategy, you can build the right segments, analyze their behavior, and set tactics to reach them through tailor-made initiatives. In this article, we’ll explore definitions, customer segmentation models, benefits, and how to design a customer segmentation strategy that boosts product engagement.
Much like product teams, soccer teams require teamwork, an adaptable strategy, and a shared goal — to win. And just as different groups contribute to the success of a product, every player on a soccer team plays a critical role. Unfortunately, I’ve experienced more team friction working in product than in soccer.
Jordan Bergtraum is a management consultant with over ten years of experience in the B2B SaaS industry, mostly as a head of product for various organizations in the legal, education, facilities management, and pharmaceutical spaces. He has been responsible for productstrategy, UX, and teams consisting of product and project managers.
Product Managers spend much of their time thinking up and documenting unvalidated features. As Lean Product Managers, we focus on running experiments using MVPs, getting solid data from customers, and then making decisions on productstrategy. Customer value roadmaps over feature roadmaps.
If you need to talk with an audience about your product, you need a roadmap at some level. While these are loose guidelines, they can help you decide if your company and product are roadmap worthy. What’s the big picture behind the product? What’s the strategy? Don’t overinvest early. To figure out the best ‘how.’
primarily focused on product teams, helping them be great at the discovery work that is at the heart of what they do Leadership coaching?—?focused focused on helping product leaders thrive and lead the product organization effectively as well as the productstrategy in the right direction Transformational coaching?—?working
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.
Unlike featured-based roadmaps, which focus on the delivery and output of capabilities, outcomes-oriented roadmaps prioritize desired outcomes or results — a key element of productstrategy. Once optimized, it’s critical to tie the outcome back to the company’s strategy and objectives. Do not skip this step. The root cause?
When the CEO sets the strategy, what is your role as a product leader? How can you be strategic when the strategy is set by someone else? When we were working on building their strategic roadmap, he asked me a great question: “why do I need to start with the strategy, and specifically when presenting to management?
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. A professional with a strong grasp of app performance, security, compliance, and platform guidelines. Who would be a BAD fit for this job?
I instead define a product manager as driving the vision, strategy, design, and execution of their product. It's equally important for product managers to think about each of these four dimensions as having a concrete set of deliverables. Strategy: Product/Market Fit Hypotheses.
As a product manager your role is to make sure the discussion is productive and generate the right results. In this article I will try to give some guidelines on how to better achieve that. Start from Vision and Strategy A roadmap must be connected to the company vision and productstrategy. Don’t go there.
In fact, he and his team even created a set of guidelines called “ Everyday ethics for AI” to help designers and developers create systems that are trustworthy. I’d love to understand a little bit about how their input informs your process and your productstrategy. How do you start?
Just as a well-drafted blueprint, an experienced contractor, and a solid foundation provide the ingredients required to build a house, a consistent, well-thought-through product lifecycle enables productstrategy through execution. What the heck is a Product Lifecycle Management (PLM) anyway? Let’s dive a bit deeper.
Photo by Kampus Production from Pexels I always try to practice what I preach. When I talk about productstrategy, I apply the same methodologies to my own company although my product is not technological. I stuck to the guideline that says no more than 3–5 goals and chose them carefully. And one year?
How to Create a Product Content Strategy Why UX content writers are the unsung heroes of the modern product team and what you can do about it I used a product the other day and it referred to me as the ‘system administrator’. What’s the business strategy and what’s the productstrategy?
As product managers, the product roadmap is at the core of everything we do. The product roadmap is a key point of reference to keep productstrategy, business objectives, and execution aligned. different views of your roadmap to better communicate your strategy. Consider creating two (or more!)
” Here's my guideline for when to do information update meetings: When you want to make sure everyone knows the overarching goal for the work. If you're a PO or a product manager, you might need to explain this product'sstrategy now. Or, for this project (interim release) for this product now.
As the practice of product management develops across AsiaPac, two experts in recruitment consider some commonly asked questions and discuss the future of hiring as the Coronavirus (COVID-19) impacts working life as we know it. Our Experts. In the AsiaPac region, it’s best-known for being the largest investor in Chinese giant Tencent.
In order to help switch your team’s mentality to growth and ensure they are learning, change your KPIs to KDIs using the guidelines below. . Again, you want to think about how these metrics will show the true, unhackable performance of your product. This is what will be defined in the measurement strategy.
As a product manager your role is to make sure the discussion is productive and generate the right results. In this article I will try to give some guidelines on how to better achieve that. Start from Vision and Strategy A roadmap must be connected to the company vision and productstrategy. Don’t go there.
This should also be your guideline when you are asking for anything?—?it Tie It to Results, Not Resources With my marketing budget, it was hard for me to make a decision since I couldn’t tie the investment I would be making to clear and coherent results. it all starts with being super clear on what you are trying to achieve with it.
You have a strategy, you are just unable to make progress with it. The alternative is not having a solid productstrategy, and that’s a debt much harder to close. Becoming the Gatekeeper of the Strategy Strategic product leadership is a continuous effort. When you understand what’s going on, reiterate the strategy.
If you need to talk with an audience about your product, you need a roadmap at some level. While these are loose guidelines, I believe they can help you decide if your company and product are roadmap worthy. Product release brief?—?In Your audience might be sales, marketing, company leadership, or investors.
As a product manager your role is to make sure the discussion is productive and generate the right results. In this article I will try to give some guidelines on how to better achieve that. Start from Vision and Strategy. A roadmap must be connected to the company vision and productstrategy. Don’t go there.
Even the “facilitator” is really being led by the Sprint process and the guidelines of the book. This avoids the infinite debate that we’ve likely all been part of: a discussion around an issue so divisive that even getting to the point of deciding to test something can be a never-ending cycle of meetings and emails.
This quality translates to many different features and serves as a guideline for many nuances in the product as well as marketing materials. Another example is a security product I worked on that had to be as plug-and-play as possible?—?a an actual coach quality.
Having a clear and consistent strategy creates a frictionless environment for people to achieve goals at speed. Clear and consistent strategy is key to maintaining speed. And so, strategy’s a big one, an unclear strategy is one of the kind of prerequisites to moving fast, I think. That’s one way. So why do it?
Their product teams are small and agile. Perhaps the team consists of a few product managers. These professionals can easily communicate , stay aligned, and present a cohesive productstrategy to the team. Tags highlight particular stories about your productstrategy.
However, as you’re rapidly bringing more product people on board , how do you convey to them how to make decisions? Solution: Standardized guidelines for decision making empower and align Intercom’s growing product team. There were several underlying goals behind Amplitude’s pods.
As a guideline, your timeline shouldn’t be too specific and you should understand why this is the number and this is the timeline. For example, our goal is to make this no-touch/low-touch funnel work well and bring us X paying customers by the end of the year/quarter/month.
While you want to make critical decisions on productstrategy, direction, and priorities, you cannot do so in a vacuum. If you follow these guidelines, you are likely to come out with more durable alignment on a set of objectives that you can use to develop a productstrategy, roadmap, backlog, or any other sorts of plans you need.
As a product manager your role is to make sure the discussion is productive and generate the right results. In this article I will try to give some guidelines on how to better achieve that. Start from Vision and Strategy A roadmap must be connected to the company vision and productstrategy. Don’t go there.
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