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The productmanager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of productmanagementleadership.
Productside | ProductManagement Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem.
Productside | ProductManagement Courses & Training ProductLeadership, Rewritten: Season 3 Collection of Productside Stories What Todays PMs Need to Lead Tomorrows Teams Productleadership isnt standing still. Neha Bansal on the rise of product ops and how it unlocks clarity, consistency, and momentum.
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]
Speaker: John Mansour - President, Product Management University
You’ve come up with a winning productstrategy, everyone’s on board and energized, and you’re halfway down the path to execution only to have it submarined by something someone convinced your leadership was more strategic!
How productmanagers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software productmanagers.
In this episode of “ Product Excellence: Insights from Award-Winning Leaders | Strategies for Success ,” Drew Falkman, Principal at Moves the Needle, shares his diverse background in productmanagement, from founding a web agency in the dot-com boom to consulting for companies like HP and Adobe.
However, productmanagers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. These moments can be politically challenging, as they require balancing the immediate demands of stakeholders with long-term product goals.
Taking charge of a productmanagement team can feel like juggling flaming torchesthrilling, but also risky if you dont have the right game plan. Why the First 90 Days Matter When you lead a new product team, your opening move sets the tone. Your productmanagers wonder if youll champion them. Roger : Absolutely.
As you move into the new year you can help your product team prepare for success by exercising those productleadership muscles and implementing productmanagement best practices. Here are our top tips for how you can lay the right foundations and get your productstrategy off to a flying start.
A four-layer framework to create a winning productstrategy Today we are talking about creating productstrategy. Bob is the author of the book Creative Strategy Generation. I first heard of Bob when he was the president of Sequent Learning, the productmanagement training company.
As a productmanager or leader, your ability to manage stakeholder relationships is as critical as your strategy and execution skills. Read more » The post Deep dive: Mastering stakeholder management for product leaders appeared first on Mind the Product.
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. I admit that in the past, I have been soured on “strategy” as a discipline.
Unlike a line manager, you usually don’t manage the development team and stakeholders as the person in charge of the product, and the individuals don’t report to you. The stakeholders come from different business units, for example, marketing, sales, support, and service for a commercial product. No Transactional Power.
Unlike a line manager, you usually don’t manage the development team and stakeholders as the person in charge of the product, and the individuals don’t report to you. The stakeholders come from different business units, for example, marketing, sales, support, and service for a commercial product. No Transactional Power.
How productmanagers can empower teams to create a winning productstrategy. We hear a lot about strategy and that productmanagers need to create a productstrategy. In practice, what does that mean and how does a productstrategy help you be more successful?
I've been reflecting on the last decade in ProductManagement. Not every company has seen all these changes, but by and large I think it's been a positive push forward and I'm proud of where we've come from and where we have gotten to. -- 2014: "I do not need ProductManagers, I can run my company myself,I have the strategy."
At this months TPG Live , we explored two of the most persistent challenges in productleadership: How do you build trust and alignment between enterprise users and buyers? How do hybrid product teams stay aligned and effective across time zones and work styles?
The productmanager’s path to influence Watch on YouTube TLDR In my recent conversation with Francesca Cortesi, CPO, we explored why the popular phrase “CEO of the product” can be misleading for productmanagers.
What really is the difference between managing and leading your product. Don’t productmanagers need to be able to both manage and lead? In this piece, we'll delve into why product leaders should care about both. [.]
Goals in ProductManagement. As I explain in my book How to Lead in ProductManagement , setting the right goals is crucial to align stakeholders and development teams and to achieve product success. Does this mean that there is a natural fit between goals in productmanagement and OKRs?
In this post, were exploring the conversation we had in one of our Productside Stories episodes this season with Joeri Devisch , a veteran of product, technology, and transformation work at global companies. He challenges product leaders to stop thinking of change as a side project and start treating it like any other product rollout.
1] They might include senior management, marketing, sales, service, operations, finance, and HR. Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters.
Raaz was one of the first five employees at Wiz, joining as the first productmanager, and helped the team pivot to what may be the most intense PMF in history. Unlike productmanagement, where a misstep could haunt you forever, marketing allows for rapid experimentation. It also serves over 45% of the Fortune 100.
The ProductManagement Awards (#TPMAS) are the leading international award honoring excellence in ProductManagement. The Best Product Person & The Best Product Leader. In this role, Gaudio drives the strategy behind roadmap management, agile product development, and cross-functional communication.
How to Sustain Momentum as a ProductManager Tip from Shobhit Chugh, PM at Google Keeping your team motivated and aligned isnt just about deadlines and demosits about momentum. Make sure everyone involved in the product feels the momentum.
What’s more, it makes it unlikely that the stakeholders will fully support the product decisions and that they will follow them through. But do not accept inappropriate behaviour and do not allow people to treat you like a project manager, team lead, or personal assistant. Increase your productmanagement expertise.
This month, we’re focusing on all things ProductLeadership. Before we start diving into the ins and outs of leadership in ProductManagement, it’s important to ask and to understand what we mean by ProductLeadership. We might call someone a Product Leader because… …it’s their job title.
In this ProductTank Wellington talk, Andrew Tokeley, ProductLeadership Coach, explains why strategy is a big part of trying to help productmanagers connect the dots and prove the value of what they’re working on and why many can struggle with lack of strategy. [.]
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 review strategies and roadmaps. I gather data through surveys about observations.
Prioritization is where productleadership gets tested. Balancing technical constraints, stakeholder agendas, and long-term goals is hard. Even experienced PMs get stuck in opinion-driven debates or lose clarity under pressure.
Each Session of the program runs for 6 months with paired individuals… Conducting regular 1-on-1 mentor-mentee chats Sharing experiences with the larger Product community Participating in live-streamed productmanagement lessons and Q&A. Jordan Bergtraum VP ProductManagement, ServiceChannel.
Saying no to leadership Prioritizing customer needs over politics Aligning cross-functional teams These challenges do not reflect a lack of skill. They require balancing diplomacy, data, and leadership under pressure. Most PMs struggle with three things at some point.
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 productstrategy, as the model in Figure 1 shows. [1]
Many designers become managers for the wrong reasons. Often, they’re incentivized by their companies to become managers to gain greater impact, influence, and compensation. Certainly that was my own experience a couple of years ago when I decided to dip my toes into management. Parallel career paths.
Imagine that John is a sales rep and a key stakeholder who hardly ever attends the productstrategy workshops you’ve invited him to. Instead, he requests product roadmap changes by talking directly to you. Why is Empathy Important in ProductManagement? Cultivate Curiosity and Open-mindedness.
Inside the article: Why removal is harder than building, but often more valuable A four-stage subtraction audit to guide product teams How to identify features that are dragging performance, usability, or focus A case study showing how one team removed a low-use feature and saw engagement rebound What Youll Learn: How to evaluate feature usefulness (..)
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. Figure 2: A Product Mmgt Skills Model.
Each Session of the program runs for 6 months with paired individuals… Conducting regular 1-on-1 mentor-mentee chats Sharing experiences with the larger Product community Participating in live-streamed productmanagement lessons and Q&A. Jordan Bergtraum VP ProductManagement, ServiceChannel.
Using product ops to standardize productmanagement processes Today we are talking about product ops—what it is, if you need it, and how to get started. He is an author, speaker, and product coach. His market and technical savvy allowed his career to develop from ProductManager to Chief Marketing Officer.
Often we talk more about the technical skills, like, portfolio management, being more strategic, etc but being good at those things mean nothing if you can’t build a culture conducive to good productmanagement practices. Setting an awesome strategy without building the enablers to executing on it is just a pipe-dream.
Be Prepared to Look after People, Not Products. When you become a head of product, you move into a line management position. 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. Grow Your Leadership Skills.
But products are the nucleus, and that means market leadership starts with productmanagement. There are the obvious things productmanagement does. I want to focus on the responsibilities of B2B productmanagement that don’t get much airtime. We’re a wealth management firm.
A head of product is someone who manages a group of product people—individuals who look after one or more products and who may be called productmanager or product owner. The responsibilities I share below are based on my work with product leaders and product practitioners.
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