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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.
How Do You Stay True to Your Product Vision While Adapting to Market Realities? The Challenge of Balancing Vision vs. Market Demands Why Product Vision Often Gets Lost Product leaders start with a bold vision, but execution becomes difficult when: Market conditions change , requiring fast adjustments.
From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. If you arent invited to the diligence party, rattle some cages: Arm Corp Dev: Provide them a short list of mission-critical data you must have before closing.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
You need a coalition shared purpose, mutual trust, and real support behind your product vision. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers). Because alignment isnt enough. Exclusive deep dives like this one on strategic influence.
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 provided a lot of clarity.
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.
The Future of AI in Product Development: Team Collaboration In our discussion, Mike shares an exciting vision of how AI will transform team collaboration in product development. Passionate about democratizing advanced technology, Mike advocates for enabling innovation without requiring deep technical expertise.
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. Since then, its become one of the most popular product vision and strategy tools.
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. Product strategy sits in between the mission and vision and the plan, either at the company level or at the team level.
Three Types of Leadership. Each role provides a distinct type of leadership. The cross-functional development team makes the design and technology decisions; and the Scrum Master guides process and organisational change, as the following picture shows. Lead the Product. Lead the Product.
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. 3 Tell a Coherent Story.
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.
It’s a job that requires influence without authority, empathy without favoritism, and vision without control. PMs are not mere “task managers”; they are the custodians of a product’s vision. Far from being a reign, it’s a balancing act, often under pressure and scrutiny from every direction.
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.
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.
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. Let’s take a look at them.
I’ve explained that the context typically needs to be the product vision, and a specific set of outcome-based objectives for each team (OKR’s are an effective way to do that). Product Vision. Product Vision. Strong technology people are drawn to an inspiring vision; they want to work on something meaningful.
Photo by Gabriel Tovar on Unsplash So many aspects in our lives are based on other people’s visions coming true. Going through history, visions which became reality changed our lives dramatically, and as technology progresses, this becomes more and more true. but, what’s next? and a crucial one for us product people.
Basecamp exemplifies this approach by openly encouraging debate and dissent to refine their vision. Every meeting becomes a performance review rather than a space for creative problem-solving. Stay tuned to find out how to take control of your products vision and strategy. OKRs should serve the strategy, not dictate it.
Instead, I review the lessons learned from myself and my team that created and launched the summit. 6:41] Vision: Anytime we’re thinking about a product, vision is a very important aspect of planning to get the team on the same page. Product leadership. That is what this podcast episode is about. Customer research.
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.
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.
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.
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.
Now that I have experienced AI-augmented product management and leadership, I don’t think I could work for a company where AI wasn’t allowed. Previously, in order to avoid becoming a bottleneck, I could review only high-stakes communications, like emails to the CEO or all-hands presentations.
Let’s talk about how to define a product vision, and why the lack of a product vision is so detrimental to your team. Review design. As I’ll explain below, the “why” and “where” form your product vision, and your product team (especially your engineers), not only want this from you, but need it in order to do their best work.
PMs are often celebrated for their vision, decisiveness, and ability to ship. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers). But what if the real differentiator isnt having the answers… its knowing what to ask? Exclusive deep dives like this one on strategic influence.
In order to grow your product management team, start by reviewing your product portfolio. For example, an internal product like a platform is likely to require in-depth technical skills—unlike an end-user facing offering, which is likely to require a thorough understanding of the market and business model, for example.
In order to grow your product management team, start by reviewing your product portfolio. For example, an internal product like a platform is likely to require in-depth technical skills—unlike an end-user facing offering, which is likely to require a thorough understanding of the market and business model, for example.
Rapid technological changes and shift to hybrid work: The transition to remote / hybrid work, then back to the office, has mixed up communication, collaboration, and work-life balance. That’s the power of the new AI-native tech stack. Develop Adaptive Leadership Skills: Be flexible and ready to pivot when needed.
Much of the literature that defines the role as the intersection of business, technology, and user experience isn't particularly helpful for practitioners who are left wondering what skills they need to learn versus the fine people they work closely with in actual business, technology, and user experience roles.
Mark is also the author of the previous books Dual Transformation and Reinvent Your Business Model and the McKinsey award-winning Harvard Business Review article “Reinventing Your Business Model.”. You frequently revisit the vision and initiatives and adjust along the way. 16:15] How do we define the time horizon?
Achieving and Scaling Product-Market Fit: A Guide for Product Managers in Mid-to-Large Tech Companies Introduction As product managers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
Influential Leadership. Technology Curiosity and Fluency. Influential Leadership Credibility without authority Drive alignment across complexity Story and trust The power to guide and align others without formal authority. Influential leadership: gets the company behind bold moves. Strategic Foresight. Is it future-fit?
Decision-making had become nearly impossible because no one saw the bigger picture , and cross-functional projects were more about navigating through outdated technology than delivering value. Truly getting there requires a fundamental shift in how we think about leadership, accountability, and the very nature of how work gets done.
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.
The Product Leadership Conundrum. The development team and stakeholders then use these goals to determine the work they have to do—be it creating a marketing strategy, investigating a new technology, or preparing the distribution channels. As this example shows, the vision is an inspirational, visionary goal that cannot be measured.
Then when I heard his backstory in technologyleadership roles at Xerox and Experian and the challenges he encountered with product roadmaps, I was eager to invite him to be a guest on this podcast. The CPO put together a product board, which met on a regular basis to review the major items coming in.
Here’s what we learned about product leadership. Your first task as a leader is to set the vision of the team and make sure that the team is set up to deliver it. Another key function of product leadership is to drive collaboration with other parts of the business. Book suggestion: Product Leadership.
The big vision was clearly overwhelming – we wanted to change how customers interact on the site; we wanted to build the brand new structure to support a new type of customers, to build the internal admin functions to facilitate internal efficiency; and we wanted to holistically rethink everything to link all the above components.
Respect their UX/UI and technology decisions and their right to determine how much work can be done. Developing a successful digital product requires more than technical knowledge. This will not only lead to better technical decisions and a better product. Be aware that collaboration requires leadership.
Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. But for sprint review meetings , you may also want to invite (selected) users and customers to collect their feedback. Review and adjust product roadmap; check potential impact on the product strategy.
While we could chat top product management tools and technologies all day, we believe organizational changes will have the largest impact on this industry in 2020. Due to rapidly-changing technology, customers have high expectations for the products they use. When something is broken, they expect an immediate fix.
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