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
The product manager’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 product management leadership.
Productside | Product Management 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. Thats where the Productside Blueprint comes in.
B2C) Align roadmap structure with development methodology Balance customer needs with development capabilities Maintain appropriate levels of flexibility based on market type Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers.
In this episode, he shares some insights from that workshop and his experience in productleadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts.
However, product managers 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.
Traditional View Modern Reality Product manager as primary decision maker Product manager as skilled facilitator Information flows through PM as central point PM enables direct cross-functional collaboration Focus on authority and control Focus on influence and alignment Today’s product management landscape has evolved significantly.
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?
Meet Each PM individually to see where theyre swamped or excelling. One participant worried: Leadership is anti-product. Their biggest complaint is usually that product managers add no value. Recommended Templates ProductStrategy & Roadmap Review : Uncover your biggest alignment gaps.
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.
If your current metrics are not enough, consider revising them by asking yourself: Are leadership and all functional teams in agreement on which metrics matter most? For instance, let’s say you find that users aren’t realizing the value of your product. What are the 4 major elements of a productstrategy?
The four critical capabilities product managers need today and beyond are: Commercial Acumen. Influential Leadership. Influential Leadership Credibility without authority Drive alignment across complexity Story and trust The power to guide and align others without formal authority. This is where influential leadership kicks in.
If your meetings are full of nodding heads and no pushback, youre not making progressyoure just circling the familiar. Rule 3: Set Your OKRs and Stick to Them OKRs are marketed as the holy grail of product managementbringing focus, alignment, and measurable success. and pursue the answers.
Because the future of productleadership isn’t just about systems, it’s about the people who power them. Every day, product leaders review dashboards, chase new tools, and budget for the next big platform. Digital transformations stall without product thinking, change leadership, and core functional skills.
For product managers, this complexity means adopting a more strategic approach to ensure your productmeets customer needs, aligns with organizational goals, and delivers measurable value. Proactively addressing these risks can also build trust with leadership and increase buy-in for new initiatives.
An individual adept at owning and driving roadmap strategy and definition, with a track record of end-to-end product delivery. A professional experienced in feature delivery and making trade-offs to meetproduct goals. A person who was given little decision-making power as a product manager.
Were talking about product managers who dont just collaborate with other functions they actually do the work in at least one of those adjacent areas. Think PMs who can hold their own in a technical architecture meeting, sketch out wireframes in Figma without panicking, or dig into metrics without asking a data analyst to do it for them.
StrategyStrategy plays a crucial role in aligning product development efforts with organizational goals. Chads Bio Chad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast.
Agents defined—a three-pronged definition for designing great agents (and agent-like products): Autonomy: Increasing capability for agents to independently handle and delegate complex tasks (not just single outputs) Complexity: Handle multi-step, non-trivial workflows (e.g.
At the brand Olay, the winning aspirations were defined as market share leadership in North America, $1 billion in sales, and a global share that put the brand among the market leaders. Product type - What kinds of products and services will you offer? Meeting which consumer needs? In which price tier?
These issues appear when people acquire systems that don’t meet the needs of a supported operating department. Projects are connected to products, strategy, and finance. These help build leadership skills, collaborative teams and help teams achieve project goals. When rework is required, more resources are wasted.
Thats when it hit me we accidentally created a culture where developers didnt feel like they could make even the simplest UX decisions without checking with design or productleadership first. Its about recognizing that: Most small decisions dont need a meeting. And that was aproblem. But for common-sense fixes ?
Proven experience working in a technical environment with cross-functional teams to drive product vision, define requirements, and guide the team through key milestones. Strong leadership, organizational, and execution skills, along with proven communication abilities. Anthropic Product Manager Anthropic’s office.
Sarah advises companies to ensure that AI is fully embedded into their digital products from the concept phase. This approach avoids making AI a last-minute addition and instead enables it to drive innovation and enhance the user experience, meeting evolving customer expectations. Digital transformation efforts are 5.8
Melissa Appel unpacks The Founders Guide to What Product Teams Need , clarifying the often-misunderstood relationship between leadership and product teams. Greg Baugues challenges assumptions with AI Youve Been Doing It All Wrong , shifting perspectives on artificial intelligence and product development.
There are high potential leadership development programs But if we look a little bit more deeply into the organization, let’s assume all those great high potential people become the future C suite people, who’s gonna move into those next higher level jobs. I have meetings and deadlines and interruptions and priorities that shift.
Be clear on the reason why the meeting is needed. What’s the meeting about? For example, a productstrategy workshop might have the objective to identify the key changes required to achieve product-market fit. Carefully consider who should participate in the meeting to achieve the objective you have set.
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 product management training company. Our guest is Bob Caporale.
Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall productstrategy and team, and ensure that products are delivered to market. Organize a productmeeting.
Three Types of Leadership. Scrum is a simple framework with three roles: product owner, development team, and Scrum Master. Each role provides a distinct type of leadership. As the product owner, you lead the product and are responsible for its overall success. Lead the Product.
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. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
I’ve chosen quarters in the sample roadmap above, but you can use shorter time frames, of course, if you can meet your learning goals more quickly. For the first two quarters, the area is strategy; for the last two, it is leadership. The fourth and final line states how you intend to meet the learning goals.
In a recent live stream from one of our mentors of The Product Mentor , Dustin Levy, lead a conversation around “ProductStrategies for Non-Strategists”. We are always looking for more product mentors from all around the world. About The Product Mentor. Meet the mentors…. Signup to be a Mentor Today!
To effectively staff the product team, I recommend including the people shown in Figure 1. [1] 1] Figure 1: The Product Team Members Let’s look at the product team members in Figure 1 in more detail starting with the person in charge of the product. This shows how important the role is.
This month, we’re focusing on all things ProductLeadership. Before we start diving into the ins and outs of leadership in Product Management, it’s important to ask and to understand what we mean by ProductLeadership. they’re in a Productleadership role. they’re a thought leader.
For example, ensure that the individual’s role and responsibilities are clear; help the person grow as a product professional, be it by coaching and mentoring them or by encouraging them to attend training courses; offer clear and helpful feedback and hold them accountable for meeting agreed goals.
Invite the individuals to productstrategy review meetings and sprint reviews. This ensures that the members are involved in strategic and tactical product decisions and have a holistic understanding of how the product is evolving. Align the product team members through shared goals.
To make the duties more accessible, I have grouped them into four sets: people management, processes and tools, business strategy and organisational development, and self-leadership. Be aware that there is no one right way to apply the head of product role or a golden standard for doing the job. Self-Leadership.
For instance, the marketing strategy, the user experience (UX) design and technology choices have to align to successfully acquire new users, increase conversion, or meet another product goal. Influence and Trust as Leadership Building Blocks. Measures to Build Trust with Stakeholders, Dev Teams, and Other Product People.
Challenging situations are great opportunities to grow as a human being and by doing so, you increase your leadership power. Nothing beats meeting real users. It’s great to know your product and market. As Superman puts it, “You are much stronger than you think you are. Trust me.”. Strengthen Your Expertise. But that’s not all.
A strong productstrategy is often neglected because of the absence of any strategic thinking in product teams. What can product managers do to make sure they give their productstrategy the attention it warrants? But today many, if not most, product teams fail this very first test. Sound familiar?
Leadership without authority is product management 101. But as a product executive, you must take it to the next level — and this time use it with the entire management team. Image by Denis Doukhan from Pixabay In the CPO Bootcamp we talk a lot about productstrategy.
Business Strategy vs. ProductStrategy. A business strategy describes how a company wants to achieve its overall aspiration and create value for its users, employees, and shareholders. It is therefore a key input for any product discovery work. Instead, strategy is about increasing the chances of being successful.
At all of them, I start understanding the current state of Product Management. I then do various interviews with executives all the way to Product Management team members and surrounding functions. I review strategies and roadmaps. I wanted to share with you the framework I use when doing this.
Product teams must understand not just the immediate impact of a new feature but also how it will evolve within a dynamic market over months or years. How Thinking Bigger Elevates Your ProductStrategy By applying systems thinking, product managers can craft more resilient and long-term strategies.
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