Roman Pichler
FEBRUARY 19, 2024
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, 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]
ProductPlan
FEBRUARY 28, 2023
As digital and product transformations become more common, more Information Technology (IT) departments view their software assets as products that deserve ongoing investment and attention from a consistent, dedicated team. Here’s a look at the product management role in IT and why it’s an important role from now on.
This site is protected by reCAPTCHA and the Google Privacy Policy and Terms of Service apply.
Alchemer Mobile
JULY 22, 2021
Product adoption is a key piece of any successful customer acquisition strategy or onboarding program. Understanding how, when, and why (or why not) customers become power users or high-value customers can drive ROI, inform future product roadmap decisions, and lower customer acquisition costs (CAC). Get started today !
Roman Pichler
NOVEMBER 3, 2020
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 product strategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
Speaker: Jessica Hall, Product Strategy & Design Leader and Co-Author of The Product Mindset
Every step of the product journey is informed by research: what works, what doesn’t, what customers want, what they need. But no one tool or method can create a thriving research practice for product managers. Use Product Management Today’s webinars to earn professional development hours!
Roman Pichler
AUGUST 15, 2023
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no product strategy 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.
The Product Coalition
JANUARY 27, 2024
In the past decade, the field of product management has evolved, shedding much of its earlier ambiguity. The spectrum of roles in product management is broad, ranging from highly specialised to more generalist positions. I will share my insight about the implications for the product team for both cases.
Speaker: Christian Bonilla, VP of Product Management at UserTesting
Defining the product vision is a high-stakes exercise, which makes it all the more important to avoid some common pitfalls product managers encounter: confusing the company’s vision with their product vision, defining a vision that’s too abstract to be useful in strategic planning, or combining the “what” and the “how” in the product vision.
Speaker: Wes Bush, Author of "Product-Led Growth"
As PMs, we all know the importance of building a successful product-led growth strategy. Zoom, Stripe, and Airtable are all examples of software companies with strong PLG strategies. What features do their strategies have that allow them to see continued success in this ever-changing market?
Speaker: Ian Thompson, Head of Business Intelligence at King, and Zara Wells, Strategic Customer Success Manager at Looker
Product Managers looking to leverage data to make informed product design decisions can learn a lot from renowned gaming company King, maker of Candy Crush and many other games - even if their product has seemingly no overlap with games. Don't miss King’s data expert (dare we say king?)
Advertisement
They rely on data to power products, business insights, and marketing strategy. From search engines to navigation systems, data is used to fuel products, manage risk, inform business strategy, create competitive analysis reports, provide direct marketing services, and much more.
Speaker: Robin Zaragoza, Product Coach and CEO of The Product Refinery
Every product manager has heard, “Keep the customer at the heart of everything you do". But what strategy do managers use to keep the customer and their key problems at the center of the product development process? How do product managers instill this knowledge of the customer across the rest of the organization?
Speaker: William Haas Evans - Principal Consultant, Head of Product Strategy & Design Practice, Kuroshio Consulting
The purpose and value of experimentation (from a scientific and product perspective) is to produce new information. From a product discovery/product management perspective, the purpose of experimentation is to focus our efforts on invalidating our assumptions to reduce the risk of developing and going-to-market with the wrong product.
Speaker: Lisa Mo Wagner, Product Management Coach, Writer, Speaker and WomenTech Ambassador
Often, product teams fall into the trap of creating a roadmap that doesn’t support timely customer feedback. Companies frequently make this mistake by creating a product roadmap 1-3 years in advance. This strategy is ineffective for developing a valuable product because it does not consider the volume of customer feedback.
Expert insights. Personalized for you.
.jpg)
242 
Let's personalize your content