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How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. Why study the 19 key activities of software product managers?
The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
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.
How an AI-powered fashion startup achieved product-market fit Watch on YouTube TLDR In this episode, we’re joined by Anya Cheng, former product leader at Meta, eBay, McDonald’s, and Target, and current founder of the AI-powered fashion startup Taelor. This led her to explore whether others faced similar challenges.
Featuring an engaging discussion with Inis Hormann (Marketing Director Germany, Cepheid) and Steve Kury (Leadership Development Consultant, SHK Leadership Consulting), the session provided actionable insights for PMs at every level. The Future of PM Leadership As we approach 2025, product management roles are transforming.
The discussion explores practical applications of AI tools like ChatGPT and Claude in product development, including MVP refinement, customertesting, and marketing content creation. Product managers can use AI to help make their tests simpler. This methodology helps teams identify the core value proposition quickly.
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. Everyones Pulling in a Different Direction When theres no shared vision, product, engineering, and business teams fill in the blanks differently. Customers dont care about data structures. They care about impact.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. Often, these requests are made without supporting data or customerfeedback, which can create tension between PMs and top-level executives.
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.
If your buyer is another product manager, treat them like an external customer. One participant worried: Leadership is anti-product. Rogers take : Win them over with real user insights. If they see your decisions are driven by actual market feedback, youll start earning trust. Roger : Absolutely. Do I push back?
Additionally, the different parts have to fit together and support each other. Therefore, ensure that your system is consistentthat its components are carefully chosen and fit together well. First, as a coach who offers strategy and leadership guidance to the person in charge of the product. Next, collect the relevant data.
A dashboard showing metrics like feature adoption or user engagement amplifies your credibility. Tailor Your Communication: Adapt your messaging for different audiences, whether its engineering teams or senior leadership. Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust.
Somewhere in the middle, customer needs get lost in translation. Clear feedback loops. They thought their work spoke for itselfuntil a listening tour revealed how disconnected they were from their customers. Thats why we test. Product managers push for roadmaps. Engineers push back with technical constraints. Clear goals.
Shes just come out of a leadership briefingand its not good news. Internally, executive leadership is frustratedand pointing fingers at Product Management. Theyve been asked to come back with a strategy that delivers more value to customers and drives measurable business growth. Heather knows something has to change.
One of the most critical, and most overlooked, skills in product leadership isn’t technical or even strategic. Despite achieving product-market fit, it failed on product-company fit. But Bruce reframes it as leadership: “It’s not about control – it’s about bringing people with you to do something great.”
Since then, market dynamics have shifted, competitors have launched new capabilities, and your customers needs have evolvedbut your team is still marching toward that old roadmap. Similarly, Netflix constantly experiments with new ideas and adapts based on user behavior, ensuring they stay ahead by embracing change.
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. While this personalized feedback is key to improving the writing and the writer, it is time-consuming, often delaying the team from getting their messages out swiftly.
And today, we’re going to look at the same topic, but from a leadership and stakeholder standpoint. And because they’re equipped to test and iterate, you’re going to get to better solutions. I run these monthly product leadership discussions , and I think they’re all about missing strategic context.
Brought to you by: • Enterpret —Transform customerfeedback into product growth • Vanta —Automate compliance. While AI models will continue to improve, the real “moat” around your product lies in your ability to listen to users and iterate quickly. Listen now on Apple , Spotify , and YouTube.
The Customer Service Gap Model By ADRIENNE TAN In competitive markets, delivering superior customer value is a top priority. It’s not just about creating a great product—it’s about ensuring the entire customer journey, from initial interaction to post-purchase support, exceeds expectations.
The criticisms raised in the article—many of which stem from anecdotal frustrations and surface-level observations—overshadow the reality of a role that has become indispensable in delivering value to customers and businesses alike. It’s a job that requires influence without authority, empathy without favoritism, and vision without control.
This openness encouraged deeper discussions within the team and helped clarify the project’s direction, ultimately aligning everyone on the vision. When pitching early ideas, pay attention to specific actions customers want to take, like asking about pricing or requesting to start a proof of value (POV).
But how do you hone this crucial skill when faced with conflicting data, unsupportive leadership, or an over-reliance on gut feelings? It’s great if customers are signing up for your free trial at rates exceeding expectations. If you caught the prior newsletter , you'll remember the first five themes.
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).
Ivan shares the untold story of Notion, from nearly running out of database space during Covid to finding product-market fit after several “lost years,” and the hard-won lessons along the way. The reboot succeeded because they incorporated userfeedback and simplified the experience.
Retaining inflexible structures and culture applies default processes that hinder adaptation to new pressures and changes in their - and their customers’ - environment. Share People-First Leadership How Leaders Should be Thinking About TQ As Scott Belsky describes it, we’re now in a time of “ scaling without growing.”
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.
Tobi remains deeply technical, frequently coding alongside his team, and is known for his unique approach to leadership, product development, and company building. Don’t shy away from providing tough feedback that challenges them to aim higher. In any product, the user experience matters.
In this role, you will leverage your extensive experience turning ambiguous problems into clear and actionable deliverables, aligning internal and external leaders on a shared, ambitious vision. Who would be the best fit for this job? Who would be a bad fit for this job? Salary $178,600 – $268,000 Apply Here 2.
He is known for his “extreme dogfooding” ethos—personally completing almost a thousand Uber driving and delivery trips to sharpen his product insight and user empathy—and his “ship, ship, ship” mantra, which drives rapid iteration across Uber’s global teams.
But when you build strong relationships, you create alignment, accelerate decision-making, and drive better results for your users and your business. If stakeholders feel heard, theyre more likely to buy into your vision and collaborate. Your job is to align everyone around a shared vision.
Salesforce Field Service is a market leader with customers including many Fortune 500 companies. It represents a broad set of industries, including manufacturing, utilities, communications, consumer goods, and healthcare. Their customers rely on their offline-first mobile app to guide them through complex fieldwork.
This guide breaks down the essentials: Customer Insight, Market Analysis, Organizational Impact, and Technical Mastery. Share People-First Leadership 2. Back to product sense - some people naturally grasp what users want and how markets work. Test hypotheses, analyze results, and learn from both successes and failures.
Conversely, if the user experience heavily relies on a graphic user interface, the larger the gap for the product designer toaddress. Often, the differences between these approaches are difficult to prove until they are implemented, delivered to customers, and their real-world usage is observed. Try explaining that at theoffice!
Whether you are launching a new feature, entering a new market, or improving customer experience, it takes a symphony of teams. Why Cross-Functional Collaboration Matters Product leaders operate at the intersection of business goals, user needs, and technical realities. Balancing these requires input from across the organisation.
A well-executed competitor analysis helps us anticipate and respond to threats, identify opportunities, and ultimately deliver greater value to our customers. Two different products can address the same customer need in different ways. Importantly, competitor analysis is not the same as a product comparison.
Have you ever received that dreaded feedback to "be more strategic" in your product management role? After two decades leading product teams and coaching countless PMs, I've discovered something surprising: The issue isn't your strategic thinking abilities - it's navigating the unspoken rules that shape product leadership.
As a product leader, you already understand that successful products solve important problems for people, create emotional connection with their users, and meet real market needs. ” and “Whose opinion does the leadership team value most?” The leadership team bought into the future she helped them envision.
A leadership team wants sharper focus. Use each review to improve the next and keep the feedback flowing. Visibility isn’t just for leadership. Whether you use OKRs or something else, the real test is whether your goals help teams focus, align, and deliver outcomes that matter. Start small. Anchor to strategy.
Theres something that happens when you sit in a post-sale leadership seat long enough. But heres the mindset shift were inviting you to make today: Your customers dont experience your company through departments, job titles, or tech stacks. Heres the truth: enabling your customer isnt owned by just one team. In roadmaps.
Being a custom healthcare software development company that’s worked with over 100 non-technical and some technical founders, we strongly feel outsourcing your product development is a viable option for building the first version of your product. This deep understanding and relationship with our users is irreplaceable.
Who would be the best fit for this job? Who would be a BAD fit for this job? A person without a formal leadership title. Who would be the best fit for this job? Who would be a BAD fit for this job? Who would be the best fit for this job? Who would be a BAD fit for this job? Android-first PMs.
Discord is a communication platform with text, chat, and video services and over 200 million users. Technical questions will be brief and high-level; this interview focuses on behavioral questions and assesses your cultural fit. Highlight things like collaboration and a customer-first mindset.
And sometimes, if you don’t have a strategic roadmap, the CEO might want one ASAP , for example, before a presentation to the board or an important customer. Because our customers started asking about it. So, on the one hand, you have to compromise on something. But why now? Because they seem to be more security-aware.
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