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How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategy development and execution. In this episode, he shares some insights from that workshop and his experience in product leadership.
Rather than rulers, product managers are navigators—balancing the competing demands of customers, engineers, designers, sales teams, and executives to ensure the right product gets built for the right reasons. While such conflicts can arise, they are not inherent to the role—they reflect poor performance by ineffective PMs.
Productside | Product Management Courses & Training How WellNest Rebooted Product Strategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Shes just come out of a leadership briefingand its not good news. Its a product strategy problem.
It’s about ensuring that customer experiences align with promises made during product development and marketing. This gap can arise when decisions are based on assumptions rather than solid customer data, leading to misaligned priorities in product development.
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.
Younger or smaller companies particularly those without formal research teams often fall in the lowest budget category, investing only enough to conduct limited testing or outsource one-off studies. On the other hand, companies with dedicated research teams or integrated research operations are more likely to invest six figures or more.
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.
It’s like developing a sixth sense for product success. How can we assess the level of product sense in PMs, designers, and developers? Share People-First Leadership 2. Is product sense an innate skill, or can the ‘art’ side be developed? The secret? Want the rest? Subscribe now 1. Presentation skills!
They require a symphony of teams — Product, Design, Engineering, Marketing, Sales, and Support — working together from idea to launch. This blog unpacks how product leaders can drive better collaboration by creating shared clarity, building transparent workflows, and being the empathetic glue between teams. The challenge?
Value escapes the team because of how they treat the request. ” Others on the team would likely describe the mobile app as “the thing.” Someone away from home when placing an order may worry about the package being delivered before they get home and being damaged by bad weather or wildlife. Increase capacity.
Start 2025 with the essential knowledge areas that give product managers more influence and success In 2024 I co-authored the 3rd edition of the Product Development and Management Body of Knowledge: A Guidebook for Product Innovation Training and Certification.
Learn about delta testing Resources By Type ïª Blog ï Ebooks & Guides ï¬ Events & Webinars ï Case Studies ï Podcast ï Community Featured Content The Definitive Guide to Delta Testing What is delta testing and how are tech leaders using it to deliver customer insights throughout agile development? Testers stop contributing.
How product managers use Jobs-To-Be-Done to create products customers love Watch on YouTube TLDR In this episode, I explain the Jobs-To-Be-Done (JTBD) framework, a powerful approach to understanding customer needs and developing successful products. ” For Tony and the team, this was a gut-wrenching experience.
Productside | Product Management Courses & Training Your Product Management Career Isn’t Dead (But It Might Need a Rethink) If youve scrolled LinkedIn lately, youve seen the headlines: AI is coming for your job. Entire teams, downsized. Schedule standing chats with customer-facing teams. Product roles are being cut.
To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. I like to use my Product Vision Board to develop a valid product strategy. The best roadmap is worthless if the people required to develop, market, and sell the product don’t buy into it.
After 14 years of developing healthcare software solutions , we’ve seen firsthand how the right AI implementation can dramatically improve patient outcomes while reducing operational costs. Retrieval-Augmented Generation represents a significant leap forward from traditional AI chatbots and search systems.
I first heard of Bob when he was the president of Sequent Learning, the product management training company. 9:00] Who is responsible for developing product strategy? I’m a big proponent of developing strategy with a team, but there does need to be one person accountable for it. Download the framework.
Imagine that you have trained hard to run a half-marathon. While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen product teams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.”
However, they can also pick up some bad habits along the way. Some bad habits may be from a lack of knowing better but others come from routine and a “this is how we do it”-sort of mentality that too often develops over time in many organizations. 11:03] How did you begin working with bad habits?
Strategy and enabling your team to solve problems makes the difference between a boss and an impactful leader. Using the ‘Kernel’ from Richard Rumelt’s ‘Good Strategy/Bad Strategy’, specifically insights and developing a guiding policy allows you to enable your team and avoid micro-managing. Poor strategy is everywhere?—?you
And too often I’ve seen poor leaders resort to micro-management, HIPPO, and dictatorship in order to fulfil their strategies. As a result, I’ve come to value 5 different aspects of product leadership. Shift #1: A leader of leaders The two top things I’ve head people reply to the question “how do I move into Product Leadership?”
As a product leader, what qualities do you need to cultivate to be able to ensure your team performs to the best of its abilities? Recently I’ve been thinking a lot about teams – what is a team, team formation and development, cross-functional teams , and leading teams.
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
Embracing new technologies like machine learning, micro services, big data, and Internet of Things (IoT) is part of that change, as is the introduction of agile practices including cross-functional and self-organising teams, DevOps, Scrum, and Kanban. Determine the Right Learning and Development Measures.
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. Without training, it’s like being a trash collector sinking in quicksand, with lunatics lobbing stuff at you.
It also shortchanges your team by denying them opportunities for professional growth. That means they’re missing out on the tremendous value and opportunities that delegating would provide to them and to their team members. When you fail to delegate, you’re not only cheating yourself, you’re cheating your team. 5-second summary.
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.
1] Figure 1: An Empowerment Model for Product People and Teams Level one represents the authority to decide how features are detailed and guide their implementation. Level three, finally, allows product people and teams to develop the product strategy including the value proposition and business goals.
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.
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.
But many product leaders at the roundtable reported that their teams struggle to make decisions when they feel the data is either inconclusive or not available in sufficient quantities. We discussed a number of coaching and development opportunities associated with this difficulty. CEO vs Product Management.
A little over a year ago, I got the opportunity to start a new team within our sales organization – a team of Relationship Managers dedicated to growing our current customers at scale. To do the first, we had to hire, train, and write a playbook – the building blocks of any team. Relentlessly measure impact.
It’s a term that focuses on the emotional intelligence / emotional quotient competencies that were introduced by Daniel Goleman and remain essential to our craft such as influencing, teamwork & collaboration, leadership, organizational awareness, and empathy. Sue is an engineering lead on a team and Tom is the product manager.
It’s understandable that most of us don’t make time for personal development. Who wants to spend time after a hard day of work learning and developing when they could be kicking back with a beer and watching The Crown? A few months ago, I introduced a concept I have developed called the PM, or Product, Quadrants.
When companies do not have cross-functional teams, they become siloed and progress slows down. [13:40] It usually starts in the product or engineering teams, but there’s an increasing interest among organizations trying them out and adopting a top-down approach. 13:40] Who creates the OKRs? 13:40] Who creates the OKRs?
My path to product leadership has been through entrepreneurship and product diseases. I learned from these product diseases and developed an intuition after really hard lessons. A vision with this level of detail gives teams enough direction to make decisions. Summary of some concepts discussed for product managers. [1:56]
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.
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.
It’s not just that more diverse teams are more effective and more profitable ( though they are ); but, as Karen Peacock, our CEO, says , “It’s just the right thing to do.”. We all know that it can be incredibly difficult to call out microaggressions or biases when you see them, particularly when you believe they weren’t meant in bad faith.
They spoke on the topic of leadership, and unsurprisingly it was a fascinating and enlightening discussion, with a lot of great insights gleaned from their respective careers. If you’re short on time, here are a few quick takeaways: Leadership is not just about having a clear vision for the team – it’s also about serving others.
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. Support teams want it.
I work in the tech industry & manage a team of around 12 people with a range of product, delivery & engineering skills. As a leader in tech, I have a variety of responsibilities, but I see my main role as building, enabling & motivating teams to deliver great digital products. To my mind, these are the most important parts.
Around that time, a healthy startup should have established: A solid team A great product/service with at least one core value proposition A base of loyal and highly satisfied customers Once the founder sees good traction with 50+ enterprise customers and/or thousands of users, they face a dilemma. Are there capacity or incentive issues?
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