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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 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. There has to be a strategic reason, a clear sponsor, and a message that lands with everyonenot just the exec team.
Compare this analysis to your productstrategy and positioning. Use these insights to refine your roadmap, adjust messaging, or highlight competitive advantages. Sharing your findings with cross-functional teams, especially marketing, sales, and leadership, is key to driving alignment and action.
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. Speak their language.
Why is trying to be better than competitors usually a losing strategy? What makes messaging stick with developers, enterprises, and consumers? Which marketing lever should I pull first? How do I craft positioning that actually converts? What pricing experiments actually move revenue? What is working at OpenAI really like?
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about productstrategy and product roadmap disruption, direction, and progress. The sail: Stands for strategy and roadmaps â the elements that must be constantly adjusted to maximize momentum.Â
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. Experience leading product teams building consumer products in personal productivity, search, education, or messaging.
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.
The solution requires companies to institute two parallel career growth paths — one that focuses on people management and another that focuses on leadership as an individual contributor , often titled as staff or principal designers. Senior designers are actively involved in roadmapping and strategy conversations for their team.
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.
Lisa began her career in data science and spent four years as a data scientist at Airship , a marketing and messaging automation company. During her tenure as a data scientist, Lisa built two predictive products. Within marketing, a “channel” is a medium through which to deliver messages such as push notifications or email.
Crafting a winning productstrategy is crucial for SaaS success, and finding the right productstrategy example can provide all the inspiration you need. This article provides concrete examples of different productstrategies employed by SaaS companies. Book a demo to learn more.
This does not mean, though, that you must like the other person and that you must be happy and smiley all the time—nor does it mean sugar-coating messages, only telling people what they want to hear, and putting up with issues. First, empathy is the foundation for effective leadership.
Launching a product without a well-defined productstrategy framework is similar—you risk wasting resources without a clear path to success. So, how do you outline a productstrategy framework that is the foundation of product-led growth ? Productstrategies help you design and grow your products.
For product managers, this means evolving to build for upmarket companies while ensuring Intercom’s long-standing customers remain at the center of what we do. Product management varies depending on your industry, company stage, company leadership, or teammates. So, how do we do that at Intercom? Well, it’s hard.
In addition to deep product skills, you require generic, transferable product management capabilities, such as, effectively capturing the product’s value proposition , segmenting the market , validating productstrategy assumptions , selecting the right KPIs , prioritising the product backlog , and analysing user feedback and data.
Yury Oleynik is the VP of Product Management at HiveMQ. Founded and headquartered in Landshut, Germany, HiveMQ empowers businesses to transform with the most trusted MQTT platform (a messaging protocol used for connecting sensors and devices, such as in the Internet of Things).
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.
Competitive intelligence is useful, but it shouldn’t guide your productstrategy. Product Teams are Being Judged by the Wrong Numbers. Pendo’s recent State of ProductLeadership survey found that 77% of product teams are evaluated based on the number of features they ship. Back to our messaging app example.
For company leadership too, encouraging product managers to operate strategically can feel like a way to optimize both accountability and empowerment for an often-ambiguous role. But the actual work of productstrategy is neither straightforward nor glamorous, and often leaves ample room for misaligned expectations.
I find that a product walkthrough is often needed when you are trying to make the case to leadership to green-light a new venture based on the strength of your vision for it. All of this is why I find the best way to articulate a strategy is as a set of product/market fit hypotheses that you are constantly iterating on and refining.
So, without further ado, I give you the blog post for this month’s episode, which talks about how you can align your productstrategy to your corporate strategy, and why it’s so important to alert your company’s leaders when that alignment doesn’t quite exist. But that’s actually not quite as easy to do as it may sound!
To give helpful feedback and maximise the chances that your message is heard, you might say: “It’s great that you managed to deliver some of the product backlog items. Similarly, a team dealing with significant technical challenges may struggle to get sprint planning right due to the uncertainty present. Thank you for that.
When I joined Intercom five years ago, I was thrilled with how closely PMM partnered with the product and sales teams. As Intercom has grown and evolved over the years, so has the way we work – under the leadership of Ali Biggs and alongside colleagues like Christine Sotelo , we have carefully expanded the size of the team and our remit.
In my last piece, I discussed many of the tools that product leaders have for building a customer-obsessed culture. Part 1 of this series also discussed the foundation you need for these tools to work, which is the right leadership.) It’s a fair question. Honestly, there is no silver bullet to create a customer-obsessed culture.
According to Ant Murphy, the reason is simple, you don’t have a prioritization problem, you have a strategy problem. We explain how to create a successful productstrategy, the role of productstrategy in prioritization, and how to align your prioritization efforts with your strategy.
Product Drive Categories This year’s Summit Drive features talks in four categories : product management and leadership, product growth, product marketing, and AI & product management. Userpilot Product Drive 2024 talk categories. Userpilot Product Drive 2024: Connect with Maja Voje on LinkedIn.
Why Product-Market Fit Isnt a One-and-Done Too many teams celebrate early revenue like its the final boss of productstrategy. Companies assume that revenue equals product-market fit. But if you plateau at $1M ARR and cant scale beyond early adoptersyou dont have product-market fit. Theyre problem-solvers.
Focus on identifying your target audience, communicating an authentic message that they want and need and project yourself as an “expert” within your niche” (Kim Garst, Marketing Thought Leader). It is a very helpful tool for Product Managers to segment markets when defining the productstrategy and go-to-market strategy.
Creating a Solid ProductStrategy One of the CEOs that I work with as part of my consulting services recently reflected with me on the process we went through for creating their new productstrategy. It was a lengthy process, with quite a few trials and errors, until we found the right strategy.
Rao’s transformative career journey began in Mumbai, India, where he spent three years in product management roles for startup Parity Cube, which develops e-commerce content monetization tools to help web-based publishers manage native advertising and affiliate marketing. Rao helped drive productstrategy and develop new computer tools. “I
Hiring a product leader is never easy. You are looking for a partner to join your team and take a significant leadership role. Here are a few things to consider when you seek your next product leader. We help them with their productstrategy as well as building a strong product organization.
Product Manager’s Control of Employee Expectations. As a product manager, implementing an effective productstrategy should remain a priority. When you close off avenues that might be worth exploring, you ultimately miss out on opportunities that can lead to a better product.
5 Key Responsibilities of Intentional Leadership of a Remote Product Team. If you find yourself suddenly managing a remote product team (or even if you’ve been doing this very thing for a while now), what do you need to do to enable your people to be effective, connected, and happy? And that’s okay.)
We’re seeing companies hire Chief Experience Officers and Chief Customer Officers to help lead innovation and strategy around the customer experience. With these new leadership roles comes a lot of organization-wide change. So that leads us back to the purpose of this post: Redefining the role of mobile product managers.
Why do product managers need them? That’s what Dave Martin , a productleadership coach, has talked about in his talk at this year’s Product Drive Summit hosted by Userpilot. Dave Martin on how product roadmaps kill outcomes. Build a product that users love by delivering value and a good product experience.
Slack’s productstrategy put it on a trajectory for success. In just a few short years, the business messaging app Slack established itself as a communication hub. Let’s explore the company’s productstrategy to see what makes it different. Productstrategy: slip into the customers’ shoes.
Paul’s unique experience brings together the necessity of great engineering and the beauty of productstrategy. With this, he has identified an actionable process that enables him to offer concrete messages about product management and operations.
Paul’s unique experience brings together the necessity of great engineering and the beauty of productstrategy. With this, he has identified an actionable process that enables him to offer concrete messages about product management and operations. About NEXT AI.
One of the biggest determining factors of a company’s success is the clarity of its message, and how that clarity comes across in every interaction across the product and brand. This is something that should be constantly discussed within your leadership team.
The success of AI companies is increasingly dependent on the strength of its AI product manager and data science team. Paul’s unique experience brings together the necessity of great engineering and the beauty of productstrategy. About NEXT AI.
Career Development Program Details: Whether you are a Founder or part of the Product, Engineering or leadership team, you need actionable strategies and impactful techniques that drive results today. I'm not very good at Product Management. We work with you as partners by sharing productleadership best practices.
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