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What Do We Owe Our Teams?

Mironov Consulting

Many of my discussions with product leaders (CPOs, VPs and others who manage teams of product folks) are about the substance of product management: portfolios, competing stakeholders, pricing & packaging, tarot cards as a revenue forecasting model.  Last Product fit will probably be catastrophic.  This

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Collocation, Trust, and Distributed Teams

Roman Pichler

I once worked with a telco company that was developing a brand-new commercial product. Product management and development were located at separate sites in different countries. The technical complexities were greater than anticipated and the development progress was slower than forecasted. To Collocate or Not.

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Collocation, Trust, and Distributed Teams

Roman Pichler

I once worked with a telco company that was developing a brand-new commercial product. Product management and development were located at separate sites in different countries. The technical complexities were greater than anticipated and the development progress was slower than forecasted. To Collocate or Not.

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Dune's Leadership Lessons : Transforming Product Management with Duke Leto's People-First Approach

People-First Product Leadership

I’m in Duke Leto’s camp and believe a boss - at any level - should care and be thinking about their team. His people-first leadership approach lives on through his son who recognized his father’s skills and ability to lead by example. We all have good and bad days. I won’t ruin the movie for you.

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Motivating Development Teams

Mironov Consulting

While sales teams stereotypically rally around contests, talk sports and drink coffee (which is for closers)… development teams 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.

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Management coach Lara Hogan on perfecting the leadership craft

Intercom, Inc.

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.

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Avoid ‘Product’ Ground Hog Day: Unlocking Success When Crafting an Outcome-Driven Roadmap

The Product Coalition

It was another bad start to what seemed like Groundhog Day. “I Our commitment was firm, leadership backed the change, and it was underway. Outcomes that initially float to the surface are often weak. OKRs are a goal-setting framework individuals, teams, and organizations use to define measurable goals and track their outcomes.

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