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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!
Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments.
Planning creates momentum, even without clear outcomes : Roadmaps should adapt to what is known, what is still emerging, and what is possible. Leadership shows up when there is no obvious answer : The best product leaders offer clarity through process, not performance. It is a structure.
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
When was the last time you trusted a roadmap to show you where the product could go and how the teams might get there? Because most roadmaps are at least five years long, teams are frequently unable to see the next set of essential features. Can your customers rely on your roadmaps to find out when new features will be released?
How first principles can help you design product roadmaps from the ground up. Product roadmaps are no exception. Creating or even updating a product roadmap can feel like being handed a blank sheet of paper and told you have 60 minutes to write a ten-page college essay on a topic you didn’t study for….
Most roadmaps do not fail from bad ideas. That is why the second article in our Product + AI: The 8 Zones of Impact series turns to a core leadership challenge: strategy and planning. That is why the second article in our Product + AI: The 8 Zones of Impact series turns to a core leadership challenge: strategy and planning.
Some situations require assertive leadership. Organizational Strategy and Product Leadership Product leadership is about more than managing a backlog. Strategic PMs impact the organization, not just the roadmap. Panelists described context switching not just as a tactical skill, but a leadership necessity.
In this Roadmap to Mastery article from The Product Way Patreon , we focus on one of the most essential, high-stakes skills in product management: knowing when and how to say no — and making that decision stick. Saying yes is easy. Saying no is what separates strategic product leaders from the rest.
First, as a coach who offers strategy and leadership guidance to the person in charge of the product. My Strategy Stack , shown in Figure 6, explains the connections between the product strategy and the business, product portfolio, and technology strategies. There are two effective ways in which the individual can be involved.
You’re Stuckand It’s Because You’re Playing by the Rules In product management, youve been told to follow the rules: stick to the roadmap, build consensus, and hit your OKRs. As can be easily found in many organizations: Roadmaps trap you in outdated plans. Rule 1: Trust the RoadmapRoadmaps are your comfort zone.
Youve aligned the roadmap. Read it now on The Product Way Patreon : [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon. Youve got the stakeholders in the room. But still things stall. Because alignment isnt enough.
Technology and processes? TechnologyRoadmap Figure out the dev stack, the product backlog tools (Jira vs. The Product Ops Power Move Most big M&A sprees result in Frankenstein processesdifferent roadmaps, templates, product lifecycles, all living under one corporate roof. People issues come first.
Prioritization is where product leadership gets tested. This new Patreon-exclusive article in the Roadmap to Mastery series explores how to lead prioritization with structure, confidence, and buy-in. Balancing technical constraints, stakeholder agendas, and long-term goals is hard.
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. Then, as you define these problems, ensure you have a list of metrics that can adequately measure your product’s performance. Lack of team resources.
This new Patreon-exclusive article in the Roadmap to Mastery series explores how to lead feature removals with evidence, clarity, and confidence. Feature bloat slows teams down, confuses users, and hides the real value of your product. But most teams avoid removals because they feel risky, political, or like an admission of failure.
Over the past two decades, I've navigated three major career transitions, each aligned with significant technological shifts. This guide distills the key lessons and actionable strategies from my journey, offering you a roadmap to navigate your own career pivots in the tech industry. to offer 24/7 coaching services.
This shift is exactly why we’re launching a new Roadmap to Mastery series on The Product Way: Product + AI: The 8 Zones of Impact A 4-part deep dive into where AI is changing the game, and where it might be quietly eroding your team’s product judgment.
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. Because the future of product leadership isn’t just about systems, it’s about the people who power them. We’ve become fluent in the language of technology.
At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose. The plan or roadmap is basically an ordered list of projects based on some notion of prioritization and sequence of delivery.
AI-generated ideas filled the roadmap. Inside the Full Article This shift is just one of three structural changes I explore in the first deep-dive of Product + AI , a new strategic series within the Roadmap to Mastery Collection on The Product Way. Join The Product Way to access this article and the full Roadmap to Mastery library.
If youve been frustrated by the limitations of roadmapping software, this episode offers insightful reflections on whats needed in the market. What You’ll Learn: The Challenge with Tools: Why existing systems fail to tie strategy, roadmaps, and tasks together effectively.
In this week’s Roadmap to Mastery article on The Product Way , I dive deep into the structural forces that cause even high-performing product teams to burn out and what you can do to stop it before it spirals. Join The Product Way to access this article and the full Roadmap to Mastery library. And it’s not personal weakness.
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.
Try this exercise: Take your current roadmap and ask "Why?" It needs ongoing refinement as markets, technologies, and customer needs evolve. A - Audience, assess your position with colleagues, stakeholders, and leadership (skills, impact, satisfaction). There’s no one-size-fits-all path to strategic leadership.
This will involve close collaboration with Stripe’s and our financial partners product and engineering organizations to prioritize valuable investments over a multi-quarter roadmap, considering distribution potential, performance, costs, and risks. Experience owning/driving roadmap strategy and definition.
For example, the more technical the product, the larger the designers technology gap that must be filled by an engineer. This dynamic can play out on any scalefrom a minor UX improvement to a roadmap-level epic discussion. If the UXs long-term and holistic considerations are included in the final solution, then its cooperation.
Leverage Technology to ElevateValue If youre not yet using AI, machine learning or personalized insights, youre already falling behind. The right technology understands what customers need and delivers solutions that truly make their lives easierwhether thats faster loan approvals or budgeting tips tailored just for them.
In our newest Patreon-exclusive Roadmap to Mastery article , we explore: The types of questions that unlock clarity across customers, teams, and stakeholders. This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon. How asking What are we really trying to solve?
That’s why I wrote this week’s Roadmap to Mastery article on The Product Way Patreon. Get access to this, the full Roadmap to Mastery library, and much more content here: [link] This is the trap of busyness, and it’s one too many PMs fall into. We confuse output with impact. We chase responsiveness instead of results.
Innovation doesnt mean chasing every idea or launching fast for the sake of it. It means creating space for experiments, reflection, and learning – even when things dont go as planned.
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. This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon. Actionable strategies to integrate trust into your product strategy.
You will work closely with Meta product and engineering teams to deliver on Meta’s product roadmap. A person without a formal leadership title. Apple is seeking a highly experienced Digital Product Data Manager to join its Worldwide CSO Technology team. Who would be the best fit for this job?
This knowledge area covers: Developing and implementing product strategies Aligning product roadmaps with business objectives Identifying and prioritizing market opportunities Competitive analysis and positioning By mastering strategic thinking, product managers can ensure that their efforts contribute to the overall success of their organization.
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: The most common mistakes PMs make in stakeholder alignment. This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon. How to use the 5 Whys technique to uncover the real root cause.
” This foundational shift will determine how humanity interacts with technology in the years to come. Beyond First-Mover Advantage: Google’s AI Strategy Google’s leadership in AI began with groundbreaking innovations like Transformers, yet competitors like OpenAI and Microsoft are catching up.
If you have a passion for mobile technology, field service solutions, and integration-driven product development, they want to hear from you! Requirements 5+ years of experience in mobile product management, with a proven track record of delivering complex technology products, preferably in mobile, AI, and/or field service domains.
Whether you’re just starting your AI journey or looking to level up, the roadmap to agentic scale is within reach. For companies navigating complex customer lifecycles, this shift isn’t just a technological upgrade—it’s a strategic imperative.
This article is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon. Dont miss outunlock the full article today: [link] Exclusive Access to Mastery This post is part of the Roadmap to Mastery Collection , a premium series on The Product Way Patreon. Ready to future-proof your PM career?
That initiative was a calculated yet risky investment from leadership, and the controlling group of the organization. It was accomplished by a deeply committed team, where representatives of various groups made this endeavor a priority for what they were aiming to fulfill on their roadmap.
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. Strong team leadership: 5+ years of direct PM management experience. Image] Who would be the best fit for this job?
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. Apply here 2.
To become decisive, the product designer should do their homework, especially for enterprise and technology heavy products. This helps you make a stronger case for including strategic UX initiatives in the roadmap and better articulate the fundamental challenges that need solving, rather than just reacting to immediate issues.
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