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I then do various interviews with executives all the way to Product Management team members and surrounding functions. I review strategies and roadmaps. Other Times, it's due to a lack of skill set in product leaders. But that’s okay, because once we know where the weak spots are, we can fix them.
First, I did not know how to frame, develop and present product strategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder). What systems/metrics/processes do we need to measure and track winning?
After writing An Elegant Puzzle about the challenges of engineering management in high-growth organizations, his focus shifted to a career path that’s much less understood – the technical leadership track. If you’re a senior engineer and want to further your career, what skills should you develop? A tale of two career paths.
Our analysis examines several dimensions of tech worker sentiment, including career outlook, role satisfaction, burnout, quitting intentions, career path clarity, leadership effectiveness, work setup preferences, and more. Leadership impacts virtually all worker sentiment dimension s. But optimism seems to be declining.
An in-depth review revealed that misaligned goals between IT and customer service teams, coupled with outdated processes, were the primary issues. This experience became a powerful example of how identifying and addressing root causes can drive both business results and team morale. and take action to make it happen.
For example, cost leadership (low prices), differentiation (uniquely desirable products and services), or focus (niche markets)—three options originally suggested by Michael Porter. Answering this question requires you to understand the strengths and weaknesses of your business and the competition you face.
Before founding Viable, he held senior leadership roles in engineering, technology, and product. Often somebody on the team is responsible for reading through all that stuff, synthesizing it into insights, and disseminating those insights across the team. This is a very manual process, so few teams decide to do the work. [4:22]
For example, I’ve seen organisations where the Scrum Masters work with HR and the developmentteams to recruit new team members. Process and collaboration : Teach agile values, principles, and practises to the product owners, developmentteams, stakeholders, and management. What the Scrum Master Should NOT Do.
And at least in public, Engineering and Product leadership need to be shoulder-to-shoulder , actively supporting each other at every turn. But there are some engineering team configurations that I see as problematic. So Knowing that someone else will clean up our work can drive bad behaviors. In
From the creators of DORA, SPACE, and DevEx, and in collaboration with Laura Tacho and the team at DX , I’m excited to introduce you to Core 4. Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout).
It’s too bad I didn’t have first principles to draw on at the time. Identify Base Principles — What are the fundamental truths of product development? The automotive industry’s entrenched methods focused on optimizing these ICE systems, often at the expense of innovation in alternative energy sources. Trust, outcomes, value?
Most support teams have seen an influx of support queries since COVID-19 hit – and those issues are more complex than ever. According to recent research, however, many teams aren’t sufficiently equipped to meet these new challenges. Download your copy of the thought leadership paper now. Sound familiar?
In my company, we review a living document with our management chain on a quarterly basis to align business direction for the short-term (immediate one to two quarters) to the long-term (two to five years). The challenge to the product managers is to translate these into a more functional plan for our engineering team. Second Attempt.
New product development is a risky business for companies – the failure rate for product launches hovers around 40%. Gate systems have long been a way to control that risk, and have been implemented successfully in many industries ranging from pharmaceuticals to software to manufacturing. What is a Gate System?
It can happen in any team, even in teams with a commitment to diversity. We had completed a round of interviews and I wanted her to work on my team. I was included in the final review. That final review panel turned to a discussion on aptitude, skills, ability to ramp up. Next, diverse teams get better outcomes.
While sales teams stereotypically rally around contests, talk sports and drink coffee (which is for closers)… developmentteams may sit silently side-by-side-side most of the day engaging in multiple Slack conversations, taking breaks for air hockey or exchanging giphys , and critiquing each other’s code indents.
Productside | Product Management Courses & Training Refining Product-Market Fit and Scaling B2B SaaS Products Most startups dont stall because of bad ideasthey stall because they stop refining their product-market fit and what works. Everyones chasing the next AI feature or untapped market. Theyre problem-solvers. Zero In on the Problem.
It defines, communicates, supports, and improves important operations which can be standardized, such as communication, planning processes, team gatherings, and training. How it’s become a critical function for scaling effective product teams. Developing and maintaining a continuing education program for product managers.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. Challenges aside, I enjoyed the close-knit teams and easy access to upper management which enabled quick decision making.
Highly effective Product Managers develop themselves in 5 key areas. In some jobs, you can get by with just Competence, but in the unkempt, fuzzy, team-oriented domain of Product Management, you need both. Here are 2 actions you can take to develop your Craft Competence: Craft Competence ?? and others feel that.
I redesigned the internal and public web properties and was promoted into my first “product leadership” role. I became director of communications, leading the development of intranets and web applications. Challenges aside, I enjoyed the close-knit teams and easy access to upper management which enabled quick decision making.
Whether you’re planning six months ahead or sitting in discussions right now, here’s the process I’ve developed through trial and error with clients over 15 years. Start demonstrating how you’ll solve their specific problems for the company/team. And how can I best show up for [name other team member(s)]?
That clarity is one of the main reasons I was so excited to join Intercom earlier this year – the company entered an industry dominated by impersonal and disconnected tools like ticketing systems and email with a vision to “make internet business personal.”. 1 Poor definition of value proposition and feature focus.
This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. It’s a two-level processing system: Do we know “Who” is giving us this feedback and why? A further step into this is to actually be part of those teams sometimes.
On June 26, 2017, English football team Crystal Palace enthusiastically announced the appointment of the great Dutch defender Frank de Boer as its new manager. He announced he would take a middling team and turn them into a whirring, possession-based team emulating the lofty ideals of Total Football. The Parable.
I'm a firm believer that Objectives & Key Results (OKRs), the goal-setting framework invented at Intel and popularized by Google and John Doerr , can be a highly effective leadership tool for a team of any size. I've seen teams define new OKRs every month, every quarter, or every year. Writing Effective OKRs.
As a product leader, you are the product manager for a leadershipteam, and the tricks you learned in product teams remain valuable, they just need a little tweak. Myths that an organisation tells itself can act as a reality distortion field that masks failing products and poor return on investment. Value Proposition.
As I waited to speak with the exec team, my mind buzzed with voices: You got this. As product leaders, we manage complex systems and stakeholders. Yet, the most crucial system is often our own mind. IFS suggests our mind operates in a similar way: as a dynamic, multi-part system with its own roles, motivations, and conflicts.
Building effective teams with people from different disciplines can be challenging due to various circumstances. Teams with multiple functions are instrumental towards staying competitive and succeed. Conversely, to rely solely on a single-function team for brainstorming is a recipe for failure.
I try to help product and sales teams succeed under the mantra “Easy to Sell, Easy to Renew.” I’ve struggled to find many examples detailing how to bond product and sales teams ( Antonia Bozhkova offers a good perspective ). Your teams will realign and strengthen their partnership as they see the product through each other’s eyes.
Despite human talent being the largest contributor to cost of revenue, organisations invest far more in tech than in developing their people. Because the future of product leadership isn’t just about systems, it’s about the people who power them. We spend more on hiring great people than we do on developing them.
If something bad happens locally, like an office losing power, having a copy of important data somewhere else isn’t enough. On a typical day, Grone meets with leaders of the support team, works with developers and answers questions from individual salespeople. With each of these audiences, I apply different skills.
They require a symphony of teams — Product, Design, Engineering, Marketing, Sales, and Support — working together from idea to launch. Collaboration often breaks down due to misalignment, unclear roles, and disconnected tools. Different teams often pursue different KPIs and objectives Communication breakdowns. The challenge?
Do co-located teams truly perform better? But having experienced both poorly performing, co-located teams as well as high performing distributed teams, I wanted to take a closer look at some of the research as well as experiences of others. The team members are a critical part of the overall success of distributed teams.
Secondly, as great product managers are also great capacity builders for their teams, you should start looking for opportunities that AI can present for your product. That’s why it’s incredibly important to develop a good level of empathy and user understanding, not only for yourself, but for the whole team.
Each person on your team has different needs, responds to feedback in different ways and evolves in different trajectories – and management should always reflect that. Even when you reach the perfect team dynamic – a new hire or budget cut can easily throw things off balance. It was kind of the luck of the draw.
At every level of our careers, we are faced with unsolicited, opinionated and sometimes outlandish product feedback from our internal teams. As an example, I currently manage a small product team, and our client service and sales teams outnumber us 15 to one. The key team members share this information with their teams as a win.
One of my reviewers for the Modern Management Made Easy books asked a fascinating question: I've never seen this many women in management or in senior leadership positions. Too many of these educated people had no idea how to work as a collaborative team. The idea of a code review or a design review?
This led me to reach out to 14 leading Product Managers and talk with them about how they use customer feedback in their own companies and teams. It’s a two-level processing system: Do we know “Who” is giving us this feedback and why? A further step into this is to actually be part of those teams sometimes.
Leadership tells us the big projects they’ve decided to do, it’s up to us to elaborate and execute.” Merging into a single customer base, looking for cost efficiencies from a combined team, increasing profits because of the reduction in price-competition in the market. “I don’t get to set the direction.
The Best Product Managers use Product Management Software for: We’ve broken down this list into four stages of the feature life cycle that contributes to building the product value: opportunity identification and validation, design and prototyping, feature development, and launch and iteration.
Where are product teams getting their feature ideas? Most concerningly, 19% of respondents reported that their top source of ideas comes from senior management, who are often disconnected from both customers and the product development process. Why do product teams become feature factories?
They go from planning one product to the next, foregoing the opportunity to establish fundamental product instincts, which only develop after managing the same product for an extended period of time. Or as Belsky puts it, “to hack their reward system”. They never unlearned being self-centric. They never learned to be customer-centric.
But when I do product duediligence for SaaS-focused PE/VC firms, it's the very first thing I look at. Let’s IMHO, software product companies are fundamentally different from software services/outsourcing/custom development companies. Said What BigCorp demands, BigCorp gets. Hitting
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