Remove Leadership Remove Product Management Remove Support Training
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Two Development Team Configurations I Lobby Against

Mironov Consulting

Product management doesn’t run Engineering; Engineering runs Engineering. And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic.  So

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11 Product Strategy Examples For SaaS

Userpilot

Crafting a winning product strategy is crucial for SaaS success, and finding the right product strategy example can provide all the inspiration you need. This article provides concrete examples of different product strategies employed by SaaS companies. Apple consistently pioneers products through innovation.

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GDPR: Who Should be Your Data Protection Officer?

Mind the Product

There are some restrictions if an internal employee is your DPO – they can’t, for example, be a head of HR, head of IT or a member of the senior leadership team. Those which I think are particularly relevant to product management include: A new database system for storing and accessing personal data.

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Designing an Organization for a Product Approach, Part 2

Johanna Rothman

Again, I am not saying this is the only way a product organization would look, but this is a possibility. The senior manager has P&L (Profit and Loss) responsibility for the entire product line, including Product Management (for this product line), Customer Support, Training, etc.

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Why Your Entire Company Should Talk with Customers Weekly

Amplitude

If you believe your organization will benefit from a “Voice of Customer” initiative, you will need strong alignment from the CEO and leadership team. Engineers, product managers and designers got to see their product used. Observe them using your product, if relevant. Support training and onboarding.

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I’ve abandoned “MVP”

Mironov Consulting

Filed under “whiny excuses from product management for missing delivery dates.” So IMHO, calling something an MVP invites chaos. Stakeholders keep expanding the definition of ‘done’, since we can’t ship a real revenue product without features A, B, C, X, Y and Z. Subtle distinctions are lost.