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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 software product managers. Why study the 19 key activities of software product managers?
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.
In our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Conducting UserResearch”. He translates complex business problems into solutions that are easily consumed by engineering, marketing and sales. Signup to be a Mentor Today! View the live stream….
Overview of the Learning Roadmap. Like a modern product roadmap, a learning roadmap states the specific outcomes or benefits you’d like to achieve to become a more competent product person, and it captures them in form of learning goals. To make these ideas more concrete, let’s look at a sample learning roadmap.
Speaker: Donna Shaw - Senior Product Manager & Eric Frierson - Director of Innovation for Public and School Libraries
Nonetheless, by leveraging foresight and valuable insights, you can cultivate a thriving product management team that works together harmoniously to craft customer-centric products. Master the art of communication for team success, informed leadership, and nurturing strong customer relationships Don't miss out and register now!
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. But instead of telling a clear, compelling story, they send out a spec or share a roadmap deckand hope it gets read. Customers dont care about data structures. Share it with leadership. Run it by a few customers.
As Product Managers, we perfectly understand the need to generate and use customerfeedback. This led me to reach out to 14 leading Product Managers and talk with them about how they use customerfeedback in their own companies and teams. Feedback is only relevant vs. a goal and user context.
What WellNest needed wasn’t another roadmap or velocity boost. Customers were disengaged. It’s built around five phases: Context: Understand your business, market, and customer landscape. Investigate: Learn what your customers actually need through research. It needed a rethink of its product management strategy.
Leadership or investors push for short-term wins that conflict with the roadmap. Customerfeedback is overwhelming , making it hard to separate signal from noise. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. In this thought-provoking episode, youll gain: A framework for refining product-market fit without unnecessary pivots.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. The principle stays the same.
Listen to the audio version of this article: [link] Leading as the Person in Charge of the Product When you hear the term leadership , you might first and foremost think of a senior manager like the head of product, Director of Product Management, VP of Product, or Chief Product Officer.[ You don’t have to be a line manager to lead others.
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….
Instead of creating, for example, product strategies and roadmaps and tracking KPIs , you should help the people on your team acquire the right knowledge and develop the right skills so that they can carry out the relevant work on their own. Grow Your Leadership Skills. A great way to do this is to mentor and coach people.
Estimates are unreliable, problems grow in scope, and we don’t know what will work until we test it. This can create tension between product teams and your company leadership or stakeholders —some argue that they can’t coordinate work with the rest of the company without these dates. This doesn’t mean we can’t commit to outcomes.
Shes just come out of a leadership briefingand its not good news. Internally, executive leadership is frustratedand pointing fingers at Product Management. Theyve been asked to come back with a strategy that delivers more value to customers and drives measurable business growth. Heather knows something has to change.
Customer support teams hear everything. Pedro’s Three Keys to Creating a Direct Line to Support: Open a dedicated feedback channel Make sure product is listening to what support hears every day. Review support conversations regularly Look for patterns in user struggles, confusion, and pain points.
I view it as an entity that creates tangible value for users and possibly customers as well as the business. Once you’ve identified and selected a specific product, you can take the next step and determine the people who are required to create or progress it and generate the desired user and business benefits.
The latter includes carrying out product discovery and strategy work , updating the product roadmap , and prioritising the product backlog. What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Leadership at Multiple Levels. Additionally, share the workload.
The latter includes carrying out product discovery and strategy work , updating the product roadmap , and prioritising the product backlog. What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Leadership at Multiple Levels. Additionally, share the workload.
Additionally, the different parts have to fit together and support each other. Therefore, ensure that your system is consistentthat its components are carefully chosen and fit together well. First, as a coach who offers strategy and leadership guidance to the person in charge of the product. Next, collect the relevant data.
I believe the main culprits are Mr. Roadmap and Mr. Backlog. Culprit #1: Mr. Roadmap. How should we balance technical debt vs our feature roadmap? Bugs can be valued in terms of quality outcomes like reducing support needs or improving user satisfaction. Why is that? Chock-full of Themes, Epics, Releases and Features.
How do managers monitor and provide feedback without dictating and controlling? The most obvious way to be output-oriented is to give your teams a roadmap that lists features and release dates and ask them to deliver against that roadmap. What if our customers aren’t on Android? than on Android? What’s the intent?
How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. Sharing the four leadership motions with us is Janice Fraser.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. However, just because customers want them doesnt mean theyre delivering the level of differentiating value your organization needs to meet its own goals.
How Companies Are Funding UserResearch in 2025: Insights from the User Interviews Research Budget Report User Interviews 2025 Research Budget Report is a crucial resource for understanding how modern organizations are approaching the financial side of userresearch.
Product managers push for roadmaps. Somewhere in the middle, customer needs get lost in translation. Clear feedback loops. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. Thats why we test. Engineers push back with technical constraints.
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.
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Smaller strategy updates and product roadmapping decisions, however, are not as critical. I refer to this group as key stakeholders.
We then jammed those models into our platform so that customers could access the outputs in many ways.” We’ve onboarded many customers onto our predictive suite and every time we get the same question: ‘How can I test that it works?’ And web notifications also pop up whenever a customer visits your website. Tweet This.
This week were releasing a double feature on How I PM featuring two product pros sharing methods theyve used to lead with clarity, customer understanding, and momentum. Thats where the roadmap reveals itself. Dont just ask. Bring your whole team into the process. The best next step often comes from someone unexpected.
With us is David Rogers, an expert on digital transformation, a member of the faculty at Columbia Business School, and the author of five books, including The Digital Transformation Roadmap. Established organizations are seeing a lot of external change—new technologies, new behaviors among customers and employees, and digital change.
What does it really take to build a business around customer experience? In a recent episode of Behind the Strategy: CX Leadership in Action , Alchemer CMO Bo Bandy sat down with Company Sage CEO Andrew Pierce and COO Jeff Cummings to unpack how they’ve turned CX into a strategic advantage. So we over-delivered.” Other surprises?
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.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
When a company is first starting out, one of its main goals is to find the right product-market fit. and actively engaging their customers to find that fit. But what happens once the fit is achieved? Pretty soon, it becomes apparent that the founders cannot keep up with the customer engagement activities they once did.
Steve is one of the product managers for Pendo Feedback , a product that enables other software as a service (SaaS) companies to centralize, analyze, and prioritize feedback while keeping visitors in the loop—all within their own app. At Pendo, Steve and some of his peers participate in weekly rolling research.
It sounds simple, but that doesn’t mean it’s easy. – Tweet This While many product teams want to talk to customers every week, they struggle to make this a reality. You’ll hear how Orbital addresses many of their needs and helps the HiveMQ team generate a steady stream of customers to speak with every week.
A key ingredient to build a better product is customerfeedback. There are various ways to collect customerfeedback that include customer surveys through sales executives, feedback forms, focused interviews, etc. Hence this process is efficient, objective, and a lot faster than traditional survey methods.
How product mangers can improve collaboration in cross-functional teams Today we are talking with Maziar Adl, the co-founder and CTO of Gocious, an organization that creates product roadmap management software. 6:52] Did you find a gap in the roadmapping tools that were available before you started Gocious?
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.
Looking at the backlog, I noticed that it contained only detailed user stories—no epics or other coarse-grained items. Then let the backlog evolve based on the feedback received from users, customers, and stakeholders. Third, they can be tested. The Product Backlog is Not Appropriately Refined.
I review strategies and roadmaps. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. Then we put together a roadmap for change, and I check in with them along the way as they transform.
Product analytics refers to the process of gathering and analyzing data on how users interact with a product. It tracks key metrics such as feature usage , user flows, and behavior patterns to explore user preferences and pain points. Improves product-market fit through actionable insights.
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