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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.
Why Your PM Brand Matters Your personal brand as a product manager is essentially how others perceive your skills, expertise, and leadership. Open doors to new opportunities, such as speaking engagements, leadership roles, or consulting work. How are you perceived by your leadership team and colleagues? Stay tuned!
Product leaders know that career growth isn’t always linear—stepping into leadership or establishing a product management function can be as complex as it is rewarding. Moving Beyond the Individual Contributor: Elevating Your Impact as a Product Leader Transitioning from an IC role to product leadership is a defining moment in your PM career.
Product Roadmapping Once product positioning is established, product managers move into the more action-oriented activity of roadmapping. This planning phase requires careful consideration of multiple contextual factors that significantly impact how roadmaps should be developed and managed.
Shes just come out of a leadership briefingand its not good news. Internally, executive leadership is frustratedand pointing fingers at Product Management. Through their journey, youll gain practical, real-world insights to help your own team move from reactive execution to strategic leadership. But getting there wont be easy.
What WellNest needed wasn’t another roadmap or velocity boost. Create: Prioritize, align, and build a strategic roadmap. They needed clear, customizable ways to show WellNest program ROI to their leadership. It needed a rethink of its product management strategy. Define: Prototype and test potential solutions before scaling.
But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. What: Slack offers channels, messaging, and integrations for focused team communication. Share it with leadership. Dean said it best: If your idea isnt seen, it isnt understood. Show it to your team.
With us is David Rogers, an expert on digital transformation, a member of the faculty at Columbia Business School, and the author of five books, including The Digital Transformation Roadmap. Walmart tried a text-messaged-based commerce concierge service called Jet Black, which was an upscale product in select markets.
Tailor Your Communication: Adapt your messaging for different audiences, whether its engineering teams or senior leadership. Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust. Present a high-level roadmap by your 90-day mark to demonstrate strategic planning.
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.
Lisa began her career in data science and spent four years as a data scientist at Airship , a marketing and messaging automation company. Lisa explains that “Orchestration is a catch-all term that refers to orchestrating messages across different channels—sometimes referred to as cross-channel orchestration.” Tweet This.
Yet, like many managers, my calendar is packed, my unread Slack messages seem endless, and my attention is pulled in countless directions. Now that I have experienced AI-augmented product management and leadership, I don’t think I could work for a company where AI wasn’t allowed. It has already leveled up my game.
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. Instead, he requests product roadmap changes by talking directly to you.
Always callout non-goals, in addition to the goals for a leadership review you are leading Earlier on in my PM career, while I would call out the explicit goals and feedback I needed from leadership reviews, I never took the time to communicate what we would not discuss. to get alignment. Repeat your goal. Done, right?
Aim for under a minute (make it feel lightweight) Film two takes (or more) to get your message clear and succinct In your message, pitch the brevity and time ROI for everyone: Most PMs still don’t do Looms outside of major announcements or bug reports. Remember that receiving a Loom can initially feel like a burden.
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. Design: Product Roadmap. Probably the most visible aspect of the product manager role is driving the product roadmap.
As these skills form a large set, I like to divide them into three sub groups: strategic, tactical, and leadership capabilities, as the picture below shows. Strategic skills include the ability to develop an effective product strategy , actionable roadmap , and working business model. Test competing offerings.
How is the outcome-based roadmap different from regular roadmaps? That’s what Dave Martin , a product leadership 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. A roadmap example. Why do product managers need them?
For product strategy and roadmap meetings, I recommend involving the key stakeholders , for example, someone from sales, marketing, support, and finance, as well as development team representatives—ideally members who know about the user experience (UX), architecture, and technologies. 2 Involve the Right People. Close the meeting.
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). In his role on the leadership team, he is responsible for shaping and executing their product strategy.
Pendo’s recent State of Product Leadership survey found that 77% of product teams are evaluated based on the number of features they ship. Back to our messaging app example. Product teams should rely on senior product leadership—not competitors— to guide vision. Product Teams are Being Judged by the Wrong Numbers.
that’s not me, I always talk to leadership about my plans and their buy-in is crucial to anything I do as a product manager. Leadership are the ones who can make or break your initiatives internally, they have power. They’ll be less enthusiastic and convinced in their roadmap talks. Is this on the roadmap? Is this a bug?
Whether its push notifications, in-app messages or customer support, every interaction should feel true to your brands purpose. The Real Role of Leadership Who is responsible for UX? Key steps for leadership to consider: 1. Deliver honest, transparent value, and your customers will reward you with loyaltyand more downloads.
Often the senior leadership team thinks they talk about strategy a lot, but the employees under them don’t understand the strategy. When I see that type of thing happening, I tell the senior leadership team to ask their CEO, “What’s your strategy?” You just need to be repeating those same messages.
They had a roadmap they were used to following, but suddenly their roadmap and the terrain diverged. The changing environment made it so that they could no longer act on the timelines that the roadmap specified. When the roadmap and terrain diverge, you must watch the terrain vigilantly.
Pendo’s chief product officer shares his take on product management leadership. “If Pendo offers a platform of tools that allows product managers to make their products better —whether they are at the beginning of their product roadmap deciding what to build or want to validate the direction for how their product evolves.
Share Leadership and Credit. Share leadership and allow others to present results and demo to executives (Image: Shutterstock). Another way I’ve found to be useful to share leadership and credit is with OKRs. With this system, more people get to take on leadership roles and everyone gets recognition for their work.
Part 1 of this series also discussed the foundation you need for these tools to work, which is the right leadership.) Many brands think they are engaging their customers, but what they are really doing is flooding their customers’ inboxes and social media with pre-canned marketing messages. It’s a fair question.
We’re there from start to finish – from the early stages of development to roadmap strategy, launching to market and beyond. That helps us get alignment with the product team, “Okay, this is a tier four launch, which means we’ll put it in the change log and maybe message a smaller group of customers.”
Although product managers may not regularly attend management meetings, they will frequently have opportunities to demonstrate features, share customer learnings, and present roadmaps to the higher ups in the company. A product roadmap presentation should be optimized for whomever will be attending it. Know your audience.
We need to shift between priorities, sometimes “interfering” with our roadmaps and plans, but the ability to adapt to this constant stream of changes is essential. I hardly imagine Product Managers with autocratic leadership thriving in this environment. Another kind of leadership and tactics might result in a better outcome.
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. When I joined Intercom five years ago, I was thrilled with how closely PMM partnered with the product and sales teams.
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.
At BoS Europe 2025 , were excited to feature two lightning talks that tackle some of the biggest challenges in leadership and product development. Steve McLeod – How Bootstrapped Teams REALLY Choose What Feature to Build Next Ever wondered how successful bootstrapped teams prioritize their product roadmap? Sound familiar?
So you have done your planning and now want to communicate your roadmap to management or to the team. Here is a template that will help you not only communicate your roadmap better but also build it the right way from the get-go. Photo by Tamil Vanan on Pexels You might have heard that I’m writing a book on product leadership.
Try this exercise: Take your current roadmap and ask "Why?" A - Audience, assess your position with colleagues, stakeholders, and leadership (skills, impact, satisfaction). There’s no one-size-fits-all path to strategic leadership. I read every message. Strategic thinking : Is this the right problem to solve?
Lucid Softwareâs Chief Product Officer Dan Lawyer offers a metaphor that reframes how we think about product strategy 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. It used to drive me crazy,â he admits.
It’s a term that focuses on the emotional intelligence / emotional quotient competencies that were introduced by Daniel Goleman and remain essential to our craft such as influencing, teamwork & collaboration, leadership, organizational awareness, and empathy. The diagram at the start of this post depicts what I call Product EQ.
If you are curious about how we do this (with Intercom, an open roadmap on Trello and a user channel on Slack) and how this is working for us, then keep reading. Luckily Revue was already a heavy user of Intercom , a customer messaging platform, which for me is pretty much like finding a goldmine! Customers are Real People.
Sometimes I’ll still be in meetings, as there are occasional team or leadership calls scheduled for lunch. Sometimes I’ll still be in meetings, as there are occasional team or leadership calls scheduled for lunch. 3–6:30 PM is my last batch of meetings, consisting of scrums or leadership reviews as mentioned earlier.
It can therefore be tempting to glance at your phone or smart watch to see if an urgent message has arrived while listening to someone. For example, if somebody tells you that she fully supports your product roadmap but rolls her eyes or pulls a face, you know that the person is not being sincere.
You must ensure that you provide consistent messaging to external stakeholders. Setting the Stage for Successful Context-Based Leadership. As any veteran product leader knows, there’s no better tool to facilitate that than the product roadmap. A theme-based roadmap articulates the initiatives that need prioritization.
Customers come with a set of expectations—whether it’s ease of use, reliability, or customer support—that are shaped by prior experiences, market trends, and your product messaging. For example, you may have misaligned roadmaps or inconsistent feature prioritisation that doesn’t reflect customer expectations.
Friction arises from differences in target personas , messaging misalignment, timeline conflicts, lack of clear ownership, and communication gaps. Leadership support , shared ownership of outcomes, cross-functional training, and celebrating collaboration can encourage PM-PMM alignment.
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