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From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. Below, well unpack his real-world advice on making acquisitions work, retaining your best people, and aligning tech stacks for a post-merger world that actually innovates.
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.
, we’re excited to share the results of our first-ever large-scale tech worker sentiment survey. It’s hard to imagine a more intense time to be working in technology, so Noam and I wanted to capture a rich picture of tech workers’ sentiment—at this moment, and going forward.
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 technicalleadership track. Or does this whole tech career thing support the writing? Architect, Tech Lead, Solver, and Right Hand. Brian: Great.
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. As we’ll explore in this article, effective product management requires a unique blend of skills that goes beyond traditional leadership models.
In our newest Patreon-exclusive Roadmap to Mastery article , we explore: Why coalition-building is the PM leadership skill most often ignored How to lead without authority by building deep cross-functional relationships A case study where building a coalition led to on-time delivery and lasting collaboration For PMs ready to lead at the next level.
Prioritization is where product leadership 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.
Leadership or investors push for short-term wins that conflict with the roadmap. Shift from fixed yearly planning to rolling quarterly reviews to allow flexibility in roadmap decisions. Run structured stakeholder sessions to ensure leadership, engineering, and marketing teams remain aligned. Full breakdown in the Patreon recap!
While you can watch the full hour-long interview here , this post breaks down four of the key lessons we learned from Jessi Alva, Director, Technical Product Management at SAP Concur. About Jessi: Jessi is a director, technical product manager, SAP Concur. “You really need to be technical. WATCH THE FULL INTERVIEW HERE.
Most innovators don’t have a technical background, so it’s hard to evaluate the truth of the situation. The explanation from software leadership is often unsatisfying or unclear. And unless they have a tech background, they can’t look under the hood themselves. It also provides concrete recommendations for improvements.
We’re well overdue a conversation about Product Managers and technical skills. And yet…we all seem to stay hung up on technical skills. Here we’re going into asking the age-old question: do Product Managers need technical skills? Why does learning new tech skills feel like such an insurmountable challenge?
Passionate about democratizing advanced technology, Mike advocates for enabling innovation without requiring deep technical expertise. A recognized expert in AI and innovation, he explores how AI can enhance creativity and revolutionize business processes and personal tasks.
A new leadership role is also a good opportunity to assess and evaluate whether you have the right skill sets and resource capacity in your team. By taking on more responsibilities, I need to demonstrate leadership and gain the confidence and trust of my stakeholders. Resource management. Stakeholder engagement. Educate stakeholders.
He is convinced that product is the single most important success driver for tech companies, which is why he founded Prodify to share what he learned from being an advisor to over 50 tech companies to realize their full potential. Ben has led successful technology products for the last 25 years. He
It’s not about finding the right tech stack; it’s about finding the tech stack that works for your team. When it comes to the tools that support your continuous discovery, it’s not about finding the right tech stack. It’s about finding the tech stack that works for your team. Tweet This.
Step 1: Preparation (3-5 weeks) The preparation step is a foundational effort where a lot of the groundwork and duediligence is done to inform the strategy selection process. Leadership interviews: This is a critical input to the process and is often forgotten or skipped for various reasons.
Lily has spent 13 years in the tech industry working mainly with startups in the SaaS and mobile space. We’d love any feedback you have for us, so please go ahead and share your thoughts – rate and review The Product Experience on your podcast app so that we can make it even better!
New research from Harvard Business Review Analytic Services reveals that businesses of all sizes – from small businesses to enterprises – are realizing the business value of personal, efficient customer engagement. Creating quality customer experiences has always been important for retaining customers. But they’re facing big barriers.
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). No formal stakeholder review as this is meant to be the first version that will undergo many iterations and refinements.
Case Study: Improving Data-Driven Decision Making for CSR Leadership Civian is a data-driven platform designed to help businesses measure, optimize, and showcase the social and economic impact of their investments in communities. By creating an Affinity Map out of our findings, we were able to group common themes together.
The Paradox: Technological Progress vs. Social Development Before considering solutions, it’s worth examining a paradox: Why have we made such remarkable progress in technology while seemingly stagnating in our ability to work together effectively? Consider the rapid advancement of technology in recent decades.
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 (..)
After stepping down a few weeks ago, he’s spending his newfound time crystallizing his most important leadership lessons learned over the past decade. They review the manager’s performance. Sadly, the organizational and senior leadership failure to even recognize the major role change is rampant.
In this episode, Tiffany Price explains how AI affects workplace culture, team dynamics, and leadership. In this episode, Tiffany Price explains how AI impacts workplace culture, team dynamics, and leadership strategies, offering insights for product managers in this evolving landscape.
A real-world case study of how strategic influence drove a 20% increase in engagement and reduced technical debt. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers). How are you preparing for the future of product leadership? Whats Inside the Article?
I have been learning about the potential to help others along the path to progress without spending hours doing their duediligence personally; by focussing on being an advisor it is possible to guide others to make better decisions for themselves. Thought leadership fits well within the established realm of product management.
Why My AI Learning Approach is Different When I first began exploring AI, I quickly realized that most learning resources available online are heavily technical. I wanted to learn how to leverage AI strategically from a product managers perspective rather than from a deep technical standpoint. Learn more at Empathy &AI.
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. Other Times, it's due to a lack of skill set in product leaders. Lots of data goes into pinpointing.
Follow the Breadcrumbs of Who is Using What, and Not Just Who is Investing in What, for a Bigger Picture of Where We Sit Today Photo by David McBee from Pexels If you follow the pundits and tech leaders like I do, there seem to be “two trains running” re: what is and isn’t Web 3.0. Namely, “who” owns its core components is a hot topic.
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. Have the courage to say “no”.
We provided consulting, insurance brokerage, information technology and business process outsourcing services. This was due to incorrect contribution amounts, the system not finding an account, or invalid employer data. At Hewitt, I was a Business Analyst on the TWA (Trans World Airlines) and Nalco Team.
6:11] What technical skills have you found helpful for your CPO role? You have to understand finance, technology, and customers. On the technical side, for me it’s been learning by hook or by crook. Speaking the language of development and being fluent and conversant are requirements for product leadership.
Additionally, you’ve invited the senior management sponsor to the upcoming sprint review meeting to secure the individual’s continued support. An agile team is responsible for planning and tracking the work, reviewing the progress on a daily basis, and deciding how the work should be done to maximise the chances to meet the sprint goal.
According to one Microsoft Global State of Customer Service report , 90% of consumers surveyed said that customer service is an important factor in their choice of, and loyalty to, a brand, while nearly two-thirds (58%) would sever their relationship with a business due to poor customer service. Enhanced customer satisfaction (58%).
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
Feasibility risk impacts the capacity of the team to build the product given time, skills and technology constraints. The sales team and leadership promised the clients to deliver the product without having any discussion with the engineering team. The Aviation Authority and leadership were appalled by our product.
Here are key criteria to consider: Strategic fit with company objectives Sales potential and market size Competitive landscape User experience and customer value Technical feasibility and complexity Financial metrics (e.g., Let’s break down these approaches and look at their pros and cons.
For instance, the marketing strategy, the user experience (UX) design and technology choices have to align to successfully acquire new users, increase conversion, or meet another product goal. Influence and Trust as Leadership Building Blocks. You might do this, for example, by running collaborative product strategy reviews.
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
In the past few years, we’ve seen the “ great flattening ” of tech: rising expectations of fewer ICs to own larger swaths of the product and manage multiple teams while staying hands-on. Instead of spending valuable time after the meeting reviewing notes and drafting a summary, do the work in the meeting itself.
Drawing upon a rich vein of experiences — from leadership roles in engineering to insightful albeit brief stints as a founder and CTO and steering roles focusing on morphing concepts into market-ready products — my tenure in this vibrant ecosystem has been incredible.
This individual leads the product team, not by being the boss but by exercising emergent leadership. It’s important that they have the right skills to spot and evaluate design and technology opportunities and to develop a rough understanding of the likely effort required to implement product decisions.
1] Figure 1: A Product Strategy System You can use the model in Figure 1 to review and improve your current product strategy approach. First, as a coach who offers strategy and leadership guidance to the person in charge of the product. Are they properly empowered and adequately qualified?
This is no less than a nightmare because youre forced into a situation where you have to be everything to everyone customers, sales, tech support, client services, customer success, executives, etc. Then our clients can start using them to direct their products from more of a leadership position versus reactionary.
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