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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.
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
What You’ll Learn: Designing for Goodwill : Why community-centered productstrategy pays off Real-Time Feedback Loops : Using tight-knit Slack communities for continuous insight Holistic PM Thinking : Building long-term value across every founder stage Product with Purpose : Balancing mission and business priorities at scale Leadership Through (..)
We explored the 19 essential activities that define successful software product management today. Requirements Engineering Following roadmap creation, requirements engineering emerges as a crucial activity where productstrategy meets technical execution.
PDMA has been supporting product professionals since 1976, making it the oldest organization dedicated to product management. Market Research Jack emphasizes that market research remains the most important skill for product managers. Process Management
Leadership shows up when there is no obvious answer : The best product leaders offer clarity through process, not performance. You help us go deeper and raise the bar for productstrategy content. Join today to unlock this month’s full recap and gain access to our complete archive of strategy-rich guides.
Early in her career, Francesca encountered this phrase alongside the common description of product management as sitting at the intersection of business, user experience, and technology. This shift reflects a deeper understanding of how successful products are built in modern organizations.
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.
Some situations require assertive leadership. Organizational Strategy and ProductLeadershipProductleadership is about more than managing a backlog. Panelists described context switching not just as a tactical skill, but a leadership necessity. Know when to lead, follow, or reframe the system.
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?
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.
Read the full article: [link] Your subscription unlocks: Weekly deep dives on productleadership and decision-making Proven tools and case studies to strengthen your execution Access to mentorship and resume reviews at higher tiers What’s the hardest “no” you’ve had to deliver as a PM — and what did you learn from it?
Then, as you define these problems, ensure you have a list of metrics that can adequately measure your product’s performance. 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? Outdated technology.
In today's fast-paced product world, having a sharp product sense isn't just an advantage—it's a necessity. But how do you hone this crucial skill when faced with conflicting data, unsupportive leadership, or an over-reliance on gut feelings? Technology and customer needs are never static.
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. He challenges product leaders to stop thinking of change as a side project and start treating it like any other product rollout.
Prioritization is where productleadership gets tested. Balancing technical constraints, stakeholder agendas, and long-term goals is hard. Even experienced PMs get stuck in opinion-driven debates or lose clarity under pressure.
While it would have been easy to blame the productstrategy, marketing, or any number of other potential targets, they weren’t at the heart of the problem. The productstrategy was sound, but we hadn’t translated it well. Marketing was pushing what we gave them, and we hadn’t built something worthwhile.
Inside the article: Why removal is harder than building, but often more valuable A four-stage subtraction audit to guide product teams How to identify features that are dragging performance, usability, or focus A case study showing how one team removed a low-use feature and saw engagement rebound What Youll Learn: How to evaluate feature usefulness (..)
The four critical capabilities product managers need today and beyond are: Commercial Acumen. Influential Leadership. Technology Curiosity and Fluency. Influential Leadership Credibility without authority Drive alignment across complexity Story and trust The power to guide and align others without formal authority.
This approach fosters groundbreaking creativity, as seen in their innovations like Steam and VR technology, driven by exploration over deadlines. OKRs should serve the strategy, not dictate it. Employees are empowered to pursue projects based on evolving opportunities, with the freedom to pivot as new insights emerge.
Evolving as a Product Leader: From Execution to Capability By Adrienne Tan At a Glance The Future of Product Isn’t Just Technical. Product leaders are quick to invest in tools, platforms, and tech upgrades but often overlook the human capability needed to bring those technologies to life. It’s Human.
To sustain growth, products must outpace the competition by understanding customer segments deeply, moving swiftly in response to needs, and strategically innovating. A slow speed to market can kill the growth of a product if a competitor gets there first, even if you eventually release the same features. market share growth).
Achieving and Scaling Product-Market Fit: A Guide for Product Managers in Mid-to-Large Tech Companies Introduction As product managers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
A seasoned product leader with over 5 years of experience in product or program management, product marketing, business development, or technology. An individual adept at owning and driving roadmap strategy and definition, with a track record of end-to-end product delivery.
Saying no to leadership Prioritizing customer needs over politics Aligning cross-functional teams These challenges do not reflect a lack of skill. They require balancing diplomacy, data, and leadership under pressure. Most PMs struggle with three things at some point.
According to research done by Business Acumen Institute , 62% of people who work within the information technology ecosystem are working on projects that don’t contribute to the business goals of the company. Projects are connected to products, strategy, and finance. Why is this important? People are connected to processes.
About “ Product+AI “ This article is part of Product + AI , a new series for product people who want to cut through the hype and apply AI effectively in their product management practice. Each deep-dive article delivers practical advice, actionable frameworks, and productstrategies you can use immediately.
PM with a technical background and a strong product sense. A person without a formal leadership title. PM looking for a by-the-book product manager role. Apple is seeking a highly experienced Digital Product Data Manager to join its Worldwide CSO Technology team. Who would be a BAD fit for this job?
StrategyStrategy plays a crucial role in aligning product development efforts with organizational goals. Since then, the field has evolved significantly, adapting to changing market conditions, technological advancements, and shifting consumer expectations.
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. If you have a passion for mobile technology, field service solutions, and integration-driven product development, they want to hear from you!
A practical framework for fostering safe, small experiments Ideas for encouraging learning while balancing delivery Case studies from real product teams navigating change and uncertainty Part of the Roadmap to Mastery Collection – available exclusively on The Product Way Patreon Unlock the article now: [link] Exclusive Access to Mastery This (..)
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: Why trust is now a product featurenot just a brand value. Actionable strategies to integrate trust into your productstrategy. Whats Inside the Full Article?
Previously, she was the CPO at Robinhood, spent 12 years at Google, and is also on the board of eBay and Capital One. LLMs, mobile) Consumer behavior shift: A significant change in how people act (e.g. taking photos of everything) Business model shift: A new way to monetize or structure the business (e.g.
Use your background in developing digital products, encouraging collaboration on growth projects across departments, ensuring product quality, and demonstrating effective leadership to support Firefox’s growth. A product leader ready to take on a challenge to grow a long-standing underdog product.
As Lead Product Manager for Core Product, youll oversee state-of-the-art technologies, collaborate with top-tier engineers, and develop products that shape the industry. Strong leadership, organizational, and execution skills, along with proven communication abilities. Salary $385,000 $465,000 USD + offers equity.
Instead of blindly jumping into AI initiatives, businesses should carefully assess whether the technology truly supports their strategic goals. It can enable next-level advances in productivity and innovation. Still, its important not to jump on the hype train and adopt a new technology just for the sake of it.
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.
From summarizing user feedback to crafting productstrategy, having AI as a patient, knowledgeable, and always-available thought partner has completely transformed how I do product work. You can now also listen to these posts in convenient podcast form: Spotify / Apple / YouTube. workers use AI daily.
Whenever you are faced with an agile, dynamic environment—be it that your product is young and is experiencing significant change or that the market is dynamic with new competitors or technologies introducing change, you should work with a goal-oriented product roadmap, sometimes also referred to as theme-based. Learn More.
But this taught me an important lesson: There is no point in worrying about the product details if a sound productstrategy is missing. As helpful as a productstrategy is, it’s not enough. To ensure that the right technologies are applied, you’ll benefit from using a technologystrategy.
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. Lead the Product.
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. Jonathan Berg Director of Product Management, Schoology.
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?
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