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How product managers 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 softwareproduct managers.
Tips for managing global innovation projects Watch on YouTube TLDR In this episode of Product Mastery Now, I speak with Jack Hsieh about successful product development strategies. PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management.
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People often think of UX Research as a highly tactical approach to improving the usability or visual appeal of a website or digital product. While good UX research will certainly validate and provide tactical improvements to an existing design, using it for validation alone would be like using your iPhone solely to tell time!
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How product managers are transforming innovation with AI tools Watch on YouTube TLDR In this deep dive into AI’s impact on product innovation and management, former PayPal Senior Director of Innovation Mike Todasco shares insights on how AI tools are revolutionizing product development.
The beauty of continuous discovery is that there’s no single right way to do it. For example, while Teresa recommends creating a product trio that includes a product manager, engineering lead, and a designer, she acknowledges that some product trios might be made up of slightly different members. Tweet This.
Speaker: Donna Shaw - Senior Product Manager & Eric Frierson - Director of Innovation for Public and School Libraries
Product management goes beyond product development; it involves nurturing a cohesive team. Nonetheless, by leveraging foresight and valuable insights, you can cultivate a thriving product management team that works together harmoniously to craft customer-centric products.
“Product thought leaders talk about an ideal way of working. I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” product outcomes).
In addition to delivering a keynote at the Product at Heart conference (in case you missed it, you can find the video and transcript of that presentation here ), conference co-organizer Petra Wille also invited me to participate in a fireside chat at the Leadership Forum event. Introduction: What Is ProductDiscovery?
In our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Multiscreen Web Design”. We are always looking for more product mentors from all around the world. About The Product Mentor. Better Products. Better Product People. Signup to be a Mentor Today!
Productside | Product Management Courses & Training How Product Management Strategy Turns Struggles into Structure We’ve worked with hundreds of teams stuck in reactive delivery cycles, constantly shipping features but never sure if they’re actually moving the needle. It needed a rethink of its product management strategy.
The foundation of continuous discovery is weekly touchpoints with customers. These touchpoints will allow you to collect stories that help you identify opportunities and build out your opportunity solution tree. It sounds simple, but what happens if your product is so new that you don’t have any customers yet?
It’s no secret that engineers can be hesitant to participate in product trios. Or they might question how doing discovery is going to serve their short and long-term career ambitions. We’ll dig into why the engineers were hesitant to get involved, the solution they came up with, and some of the lessons they’ve learned along the way.
Hello, Product Talk readers! It’s time for another installment of Product in Practice. In this series, we highlight the impressive work that forward-thinking product teams are doing. Find our other Product in Practice posts here. During her tenure as a data scientist, Lisa built two predictive products. Tweet This.
You don’t necessarily need anyone’s permission to get started with continuous discovery. But at the same time, continuous discovery shouldn’t always be a solo activity. There’s a reason why Teresa often refers to the product trio : Continuous discovery is more effective when you avoid turf wars and bring in different perspectives.
And this is not just an empty excuse—most product people’s calendars are packed. As Teresa writes in Continuous Discovery Habits, “The hardest part about continuous interviews is finding people to talk to. One of the tactics Teresa recommends is recruiting participants while they’re using your product or service. Tweet This.
Last week, I was in Cleveland for the Industry Product Conference. I spoke about the three mindsets that help a team find success as a continuous discovery team. Becoming a successful discovery team. Product management is changing. Product managers are evolving from focusing on outputs to outcomes. Tweet This.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout). Her background is in developer tools and distributed systems.
Leading a product team (or several teams) comes with its own set of challenges that’s often similar to but distinct from the hurdles individual product contributors face. That’s why it’s especially enlightening when you encounter a product leader who is willing to openly share the challenges they’ve faced. Teresa: Okay.
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For Mike Donovan , Senior Vice President of Product at Sauce Labs , the answer to that question is a resounding yes. For Mike Donovan, Senior Vice President of Product at Sauce Labs, the answer to that question is a resounding yes. Mike began his career as an engineer and transitioned into product about five years ago.
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Brought to you by: • Enterpret —Transform customer feedback into product growth • Vanta —Automate compliance. This opens up opportunities to integrate smarter, smaller models into products. Don’t just build the best product; build the product that resonates most with your users.
A lot of product teams claim to be focused on their users. This is why Teresa talks about continuous discovery in terms of forming new habits. It’s not so much about becoming perfect at continuous discovery (because there really isn’t such a thing). Have a Product in Practice story you’d like to share with Product Talk readers?
I talk to a lot of PMs and I ask them (and everyone who subscribes to my newsletter) the same question: what’s your biggest struggle as a Product Manager? Having put together a fairly popular resource on product prioritization methods, I would’ve hoped the situation to be different. But it’s not.
– to come back on to the podcast and chat about how to make sure that, despite everything that’s going on, you continue to incorporate discovery into your practice. Then there’s the second piece of it: What’s the part of Discovery that’s going to stay stable over time? Customer Discovery.
Vandegriff recognized for exceptional leadership of technology and teams, positively impacting Alchemer customers LOUISVILLE, COLORADO, March 13, 2024 – Alchemer, a global leader in experience management and enterprise feedbacktechnology, today announced that Brandi Vandegriff has won the Colorado Technology Association’s CIO of the Year Award.
. – Tweet This I was very intentional about including the word “habits” in my book title, Continuous Discovery Habits , because I wanted to emphasize the fact that anyone can make small changes in their behavior to get better at discovery. Overview of the Continuous Discovery Habits Community: What Is It and Who Participates?
Guest Post by: Daphne Garcin (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Chris Butler]. So we want to innovate and create new features for our product. Then we think about potential solutions or features. Hypotheses are only useful if we test them (with customers), to validate or discard them.
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.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their Product Management organizations. Some of these are Fortune 10 software-enabled companies going through digital transformations. At all of them, I start understanding the current state of Product Management.
Others have tried, but we’ve yet to find anyone else with her depth of experience (spanning stints as a developer, designer, researcher and product manager), her empathy for both users and stakeholders, her experience as a teacher, and her sense of humour. Building better products. How to work with designers.
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I've been reflecting on the last decade in Product Management. 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 Product Managers, I can run my company myself,I have the strategy."
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