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How productmanagers 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 productmanagers.
This article assumes that you are familiar with the productvision board or the key elements of a product strategy : market, value proposition, standout features, and business goals. Vision Captures Product Idea or Business Objective. Additionally, such a vision is hardly inspiring.
Yet most productmanagers still rely on long documents, jargon-filled briefs, and clunky slide decks that dont land with the people who matter. Its a technique borrowed from the world of film and designbut it might just be the most underrated tool in a productmanagers toolbox. It aligns quickly. Not a persona.
This is the second episode of Product Success Issues covering the first parts of the ProductMarket Strategy: Values, Vision, Mission Statement, Understanding the Customer, and Innovation.
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. ” The problem?
As I strive towards becoming a product leader, I wanted to understand the best practises in productmanagement and in the process develop my own product philosophy. . This article explores multiple aspects of productmanagement. the ProductManager role is a rather recent phenomenon.
If extended product teams own the product strategies, whats the role of the head of product , also called Chief Product Officer and Director/VP of ProductManagement, in making strategic decisions ? First, as a coach who offers strategy and leadership guidance to the person in charge of the product.
If only books on productmanagement had labels that say “pre-PMF” or “post-PMF”. Here are 10 great product books on pre-productmarket fit (pre-PMF)! ?? Plan your product: “story mapping” (Nielsen Norman Group) Often teams rely on lengthy requirements documents to move from a vision to a product.
How marketing and productmanagement work together. Turns out if you ask 50 different people what marketing is, you’ll hear 50 different answers. That is what our guest did to investigate what people think about marketing and how it fits into the work productmanagers do.
If you are on the journey toward product-market fit, you know it’s not easy. Every new product has its own fit to find. One of the hardest challenges of any product and any startup is of course reaching product-market fit. product-market fit under the hood. So here it is?—?product-market
Each Session of the program runs for 6 months with paired individuals… Conducting regular 1-on-1 mentor-mentee chats Sharing experiences with the larger Product community Participating in live-streamed productmanagement lessons and Q&A. Jordan Bergtraum VP ProductManagement, ServiceChannel.
The best product launches are like the cream cheese frosting on a decadent chocolate cake! enabled product or feature set and everyone’s totally energized over the upcoming announcement and marketing launch activities. The new product is going to boost your differentiation in the competitive space. Huge ripple effect?
Each Session of the program runs for 6 months with paired individuals… Conducting regular 1-on-1 mentor-mentee chats Sharing experiences with the larger Product community Participating in live-streamed productmanagement lessons and Q&A. Jordan Bergtraum VP ProductManagement, ServiceChannel.
On this episode of Intercom on Product myself and Paul (Adams, our SVP of Product) delve into how product teams can and should partner with their marketing team peers. Product people need to think end to end. Today’s episode is actually about marketing. What is productmarketing?
In productmanagement, where data and features often take the spotlight, the power of storytelling is sometimes underestimated. Yet, it is this very skill that can elevate a product from a mere concept to an inspiring vision. Craft a Compelling Vision : Articulate a clear and inspiring vision for your product.
She cofounded the Radical Product Thinking movement of leaders creating vision-driven change, along with authoring the book Radical Product Thinking: The New Mindset for Innovating Smarter. Summary of some concepts discussed for productmanagers. [1:56] 1:56] What put you on the path to being a product leader?
Mastering the craft of productmanagement is no easy task. I instead define a productmanager as driving the vision, strategy, design, and execution of their product. It's equally important for productmanagers to think about each of these four dimensions as having a concrete set of deliverables.
Here’s why a portfolio vision is so critical to the success of your products and how it elevates ProductManagement, ProductMarketing, Sales and Customer Success teams to plan and execute more strategically. That’s why it’s referred to as your North Star. It never changes!
Productmarketing is the process of bringing a product to market, and a well-curated productmarketing strategy is key to understanding customer needs and driving adoption. TL;DR A productmarketing strategy is a roadmap for how a new product will be positioned, priced, and marketed.
Overlapping responsibilities and conflicting priorities are just a couple of the many friction points between productmanagers and productmarketingmanagers – leading to inefficient workflows and potential product failures. Productmanagers focus on building the right product.
For example, a product strategy workshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess product strategy and adjust if necessary.
You’ve got your product out in the market. But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from user feedback versus founder’s vision for the product? Now’s the time to iterate.
This has been challenging to navigate as there are not many resources available on how to manage not only a maturing product but the changes that come with rapid organisational growth. As the first and most senior PM, I recognized the need to clarify vision, formalize processes, and set a proactive agenda moving forward.
No one knows your vision and product as deeply as you do. Salespeople can’t replicate the passion, vision, and insights you can offer. The key is to manage expectations and focus on the long-term payoff—it’s hard work but incredibly rewarding. Use that knowledge to connect with potential customers.
In working at Seedcamp and helping over 100 startups understand product thinking, Taylor Wescoatt has learned some valuable lessons he’d like to share, together with some real-world examples to drive the point home! It takes a while to reach that fit to the point that you can optimize business and product strategy independently!
What does a productmarketingmanager (PMM) do? This is the question on the lips of many marketing professionals browsing through opportunities at tech companies. Chances are you already know their broad responsibility is to develop and implement a marketing strategy roadmap for a specific product.
Productmanagers come in different shapes and sizes (i.e., However, if there’s one skill that is common to all productmanagers, it’s continuous market monitoring and research. That’s where a market requirements document comes into play. That’s where a market requirements document comes into play.
How do you design a marketing roadmap that structures your project and keeps your team organized through the marketing lifecycle? A high-level strategic plan is the life force of a successful productmarketing campaign. It connects business objectives to your marketing efforts and covers every important detail.
Achieving and Scaling Product-Market Fit: A Guide for ProductManagers in Mid-to-Large Tech Companies Introduction As productmanagers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
I became a productmanager because I wanted to take a more strategic role at my company. We are rapidly approaching a company size where not all strategy can originate with the founder; we need to diversify markets, enter new markets, and have at least points-of-view on emerging markets and how we will address them.
In our a recent live stream from one of our mentors of The Product Mentor , Vikas Batra, lead a conversation around “Emotional Intelligence for ProductManagers”. We are always looking for more product mentors from all around the world. About The Product Mentor. Ladislav Bartos ProductManager, Gumtree.com.
And yet, useful improvements do not always add up to the desired results , especially when growth is a problem and the market is saturated with similar solutions. In this article, I talk about spotlight vision, when and how to switch focus, and provide six research ideas to consider when ready to broaden the view.
The productmanager’s roles and responsibilities Being a productmanager often means balancing multiple priorities. We’re everywhere at once – crafting productvision , digging into customer research, and somehow keeping engineering, marketing, and sales teams all moving in the same direction.
A productmarketing framework is like a compass that guides you through the complex, fast-paced world of SaaS. From initial launch to ongoing productmanagement , this framework acts as a map towards sustainable growth. What is a productmarketing framework?
Raaz was one of the first five employees at Wiz, joining as the first productmanager, and helped the team pivot to what may be the most intense PMF in history. This openness encouraged deeper discussions within the team and helped clarify the project’s direction, ultimately aligning everyone on the vision.
But the value a product creates is ultimately determined by its users: No product will be successful in the long run if it does not solve a specific user problem, create a tangible benefit, or help the users achieve a specific goal. Myth #2: The product owner is a tactical role focused on managing the product backlog.
Table of Contents The problem with defining product-market fit In search of quantitative indicators of product-market fit 6 things about measuring product-market fit 1. With that in mind, product-market fit is a spectrum 4. Once you find product-market fit, it’s not static 6.
Going all the way back to my practitioner days, it was apparent then that as productmanagement goes, so goes the rest of the organization. I guess that shouldn’t be a surprise since everything revolves around the products. Product strategies view the customer in silos (by user) from the bottom up.
These are: The original Scrum product owner who owns a product in its entirety and is responsible for maximising the value it creates. A feature owner who manages a major capability with which end users interact like search and navigation on an online retailer’s website. The SAFe product owner who owns the product details.
How productmanagers can use the Planning Canvas to go from an idea to making money. Summary of some concepts discussed for productmanagers. [2:16] Productmanagement should take a back seat to development. Again, productmanagement is less involved than development. [17:41]
How established organizations can overcome barriers to digital transformation – for productmanagers Today we are exploring digital transformation in large organizations as well as other challenges leaders are facing in a digitally transforming business environment. There’s a tension between the external and the internal.
Creating a new product category also creates a plethora of challenges – from spotting the right market niche to convincing customers that yours is a service they need. If people aren’t looking for your solution, you have to educate them about the problem your product solves. Short on time?
Why productmanagers need to understand customers’ needs We have had a lot of valuable guests on this podcast, and one of my favorites is Ken Gray. He has also been a long-time supporter of the University of Iowa Institute for Vision Research, which is creating cures and solutions everyone can afford for vision diseases.
If there’s one thing productmanagers and productmarketingmanagers wish they had more time for, it’s market research. Second and even more important, the process of doing market research even if you have a fulltime person doing it, is still terribly time-consuming and inefficient.
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