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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.
In this episode, he shares some insights from that workshop and his experience in productleadership. Atif has spent 25 years working in both Silicon Valley and Fortune 500 companies, including leadership roles at Amazon, McDonald’s (as their first Chief Digital Officer), Volvo, and MGM Resorts.
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.
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.
How product managers can empower teams to create a winning productstrategy. We hear a lot about strategy and that product managers need to create a productstrategy. In practice, what does that mean and how does a productstrategy help you be more successful? 2:31] What is strategy?
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.
Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall productstrategy and team, and ensure that products are delivered to market. Resource management. Stakeholder engagement.
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.
Get Your PM Leader First 90 Days template pack Download Now Days 3160: Align Strategy and Team Goals Refine or Create an Outcome-Focused Roadmap Strengthen Team Capabilities Continue to Build Stakeholder Buy-In By now, youve mapped out the biggest gaps: maybe no one updates competitive analysis, or user interviews are an afterthought.
For the first two quarters, the area is strategy; for the last two, it is leadership. The first goal is about creating a new strategy, the second one talks about the product life cycle model, the third one covers decision-making, and the last one addresses active listening. Figure 2: A Product Mmgt Skills Model.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Grow Your Leadership Skills. Carrying out the relevant product discovery work and taking into account product ethics.
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.
Challenging situations are great opportunities to grow as a human being and by doing so, you increase your leadership power. But if you are not able to formulate a coherent productstrategy , develop an actionable product roadmap , or prioritise the product backlog , then people are unlikely to regard you as a true expert.
Product teams must understand not just the immediate impact of a new feature but also how it will evolve within a dynamic market over months or years. How Thinking Bigger Elevates Your ProductStrategy By applying systems thinking, product managers can craft more resilient and long-term strategies.
To effectively staff the product team, I recommend including the people shown in Figure 1. [1] 1] Figure 1: The Product Team Members Let’s look at the product team members in Figure 1 in more detail starting with the person in charge of the product. 4] As you may have noticed I didn’t list the product backlog.
This article assumes that you are familiar with the product vision board or the key elements of a productstrategy : market, value proposition, standout features, and business goals. 59; Boost Your ProductLeadership Power and How to Lead in Product Management , pp. A Brief Guide to this Article.
This team consists of a product owner , a Scrum Master , and several developers, which are also known as development team. Forming such a team connects the person in charge of the product—the product owner—with the people who design, architect, program, test, and document the solution—the developers.
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. Building a plan to test for DMF as you go into your roadmap is critical. Does it make sense?
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.
Product Managers are bombarded with feature requests and ideas every day. Even in companies with profound product knowledge, they’re consistently asked to test those ideas in their daily routine. Here is why you shouldn’t do so as a product manager. [.]
Creating a solid productstrategy is an ongoing process, not a one-time effort. But how can you test a strategy? Photo by Ron Lach from Pexels As I said in the first post of this series , productstrategy starts with getting very detailed about what you are trying to do and why it would work.
The Times and The Sun, flagship brands of News UK, are on a journey to become more product led in how they develop and maintain their digital assets. To move them forward, Jo has introduced product lifecycle thinking, shared KPIs, product portfolios, and a lean process for testing new ideas.
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.
My Journey Transitioning from Engineering to Product Management. Then, I started gravitating towards productstrategy questions, like, “Why am I building products?, I worked with the productleadership to plan out a productstrategy. 4 Key Differences in Skills Engineer to Product Manager.
Her exposure to the product team —and the departure of a previous product manager—sparked Lisa’s interest and led to her stepping into the product manager role right around the time that Teresa began working with the product team as a discovery coach. We realized we needed to build that trust into the product itself.”.
Watch Pedros episode: [link] Joni Hoadley : #HowIPM Ideate in Less than a Day Joni Hoadley, Product Manager Coach & Consultant, shares a 5-step workshop framework to go from sticky-note chaos to aligned priorities and test-ready ideasin a single afternoon. Bring your whole team into the process.
As a product leader, you are the product manager for a leadership team, and the tricks you learned in product teams remain valuable, they just need a little tweak. Here, to help you, are five product management tricks and tools for every product leader. It’s the foundation of our productstrategy.
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.
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? Share People-First Leadership 9. Then learn and iterate.
In practical terms, involve stakeholders and dev teams in decisions that affect the productstrategy and the product roadmap —be it that you create the plans or that you make bigger changes to them. I find it useful to have UX design, architecture, programming, and testing skills present to make the right decision.
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?
As we settle into the New Year we’re already looking ahead to the productleadership forums on our 2020 MTP calendar. As our leadership forums are conducted under the Chatham House rule, you’ll not see any direct quotes from our forums. Good product managers should be well-rounded but have a forte. ” 10.
Roadmapping is at the core of productstrategy and product management. As a product person, and the VP of Product at Yesware , I’ve never come to fully embrace the discussion of what each team would deliver, in what sequence and within a long timeframe. Everything flows from this vision.
Melissa Perri is the product manager’s product manager – she’s able to do the job, explain it, and teach you how to do it better. ’ Great product leaders are in with the leadership team – they’re peers, they are very close to them, they’re a team. Quotes of the Episode.
Strategy and leadership skills are nice-to-have but not mandatory. A portfolio owner, however, requires strong strategy and leadership capabilities including the ability to develop a portfolio strategy and align powerful individuals. Identify gaps and weaknesses that prevent the individuals from doing a great job.
Pricing for AI is still experimental: Seat, usage, and “AI worker” models each need live tests; don’t assume a one-size-fits-all SaaS formula. Customer stories beat paid ads: At Retool, showcasing real enterprise wins outperformed vanity-metric channels and scaled trust faster.
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Grow Your Leadership Skills. Carrying out the relevant product discovery work and taking into account product ethics.
Scalable productstrategy. She has worked on a diverse range of products – leading the product teams through discovery, prototyping, testing and delivery. Lily also founded ProductTank in Bristol, the Product Managers’ meetup with regular events and talks on Product now with 800+ members and growing.
Brought to you by: • WorkOS —The modern API for auth & user identity • Eppo —Run reliable, impactful experiments • OneSchema —Import CSV data 10x faster — Ray (Jiayi) Cao is the global head of productstrategy and operations for monetization product at TikTok.
When it comes to productstrategy, there is so much conflicting advice that getting started can be confusing. Some companies’ strategies are so generic that they could mean anything, or nothing at all—as perfectly illustrated in this productstrategy madlibs , which fills in the blanks with buzzwords and jargon and calls it a strategy.
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 Product Discovery?
The ProductLeadership Conundrum. As the person in charge of a product, you are responsible for achieving product success. Their contributions are vital to design, implement, provide, and support a successful product. But you can’t accomplish it on your own and rely on the development team and stakeholders.
You should therefore help the team acquire the relevant market and domain knowledge—for instance, by involving the team in research and validation work, inviting them to join you when you visit customers— and ensure that they are aware of the productstrategy and product roadmap as well as the business goals and KPIs.
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