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Listen to the audio version of this article: [link] Confusing Vision with Strategy For a productvision to be effective, it is best captured by a simple, easy-to-understand statement or slogan. For example, the vision for a presentation tool like Microsoft PowerPoint or Google Slides might be “inform and inspire people.”
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
Second, it wasnt clear to me if and to what extent the roadmap elements were guided by an overall productstrategy. This is necessary, though, to ensure that the roadmap is aligned with the strategy and that user needs and business goals are translated into more specific outcomes. [6] Otherwise, you risk being tool-led.
The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Building the Foundation for ProductVision This activity serves as a bridge between problem validation and productvision development.
Ideation, discovery, research, and analysis all inform the development of a productstrategy that evolves iteratively as the product team learns more about customers, their problems, and potential solutions. However, effective communication of productstrategy often presents challenges for product leaders.
“Our vision is to be the best!” If you’ve ever sat through a company strategy meeting and left with your head spinning, you’re experiencing a common problem. First, there’s the vision – those sweeping statements that try to inspire but end up saying nothing. Present this information in an easy-to-digest format.
The longer-term growth potential of core products, however, is low, and so is the amount of risk and uncertainty present. If you think of the product life cycle and its stages, then core innovations typically correspond to mature products. Adjacent Innovations Things are different when it comes to adjacent products.
Recommended Templates ProductStrategy & Roadmap Review : Uncover your biggest alignment gaps. Team Values & Vision : If you inherited a scattered crew, anchor them with a unifying statementthis shapes how you collaborate, decide, and deliver. Even if some folks dont get their requests in, theyll respect your clarity.
For instance, if you’re asked to prioritize a feature that isn’t solving a customer problem, present research showing how the feature would impact user experience or how alternative features better serve your market. By aligning on shared business objectives, you can guide teams toward decisions that benefit the broader productstrategy.
Instead of acting as a sole decision-maker, today’s product managers need to excel at facilitation, stakeholder collaboration, and building trust across teams. She now runs her own consultancy, helping CEOs scale their companies by transforming productvision into measurable business growth.
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. I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned.
Building trust with stakeholders isnt just a nice-to-haveits essential to preventing failed product launches due to poor stakeholder management. Without trust, even the most well-thought-out productstrategies can face pushback, leading to misalignment, delays, and increased risks. Lets identify what works best for your team.
Focus on understanding problems before presenting solutions. Gathering insights about target users through user research, such as surveys and interviews, is essential to tailor products effectively and enhance user satisfaction. Business goals outline user priorities and long-term vision. Whats the goal of your business?
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. Professional interests Prarthana is passionate about building intuitive, data-driven SaaS products and communication platforms.
It bridges the gap between observation and action, transforming scattered (and messy) information into clear, prioritised insights that can drive productstrategy. While the output often benefits from human review, if AI could handle at least the 50–60% of repetitive work , it presents a time-saving scenario for teams.
Strong roadmap and product sense: can context switch between detailed work and high-level strategy/vision, ability to PM basic initiatives end-to-end. Customer centricity: to make reasonable product recommendations and have the customer at the center of decisions. How can Victor benefit your company?
It requires a strategic vision, a robust execution plan, and most importantly, alignment with broader business objectives. While GenAI presents clear benefits for data analysis and document processing, its unpredictable nature requires strict guardrails.
I’m curious to know as you transition into product, how did you adapt your writing style to product management. Evan: I do a lot of presenting. The first one is when you think about just the core, basic writing is a requirement, whether it’s a document or Jira tickets or whatever that is for a product manager.
Well, you know, we very often in business talk about strategy and and future state vision. We’ve got to look at all of these things, data, metrics, scorecards, data visualization to figure out how things are moving along, right, allows us to chart out past present and future, which again has strategic impact.
Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes product goals.
Listen to the audio version of this article: [link] ProductStrategy Discovery Explained What is productstrategy discovery? More precisely, it is the process of developing a productstrategy whose implementation will likely create the desired value and impact.
I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and presentproductstrategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).
A four-layer framework to create a winning productstrategy Today we are talking about creating productstrategy. Bob is the author of the book Creative Strategy Generation. I first heard of Bob when he was the president of Sequent Learning, the product management training company. Our guest is Bob Caporale.
a clear and compelling vision. from ‘ Drive’ All top product leaders know the importance that vision plays in the success of a product. Sometimes the ProductVision was something spoken by a visionary leader, but unseen. Or worse of all, sometimes there was just no ProductVision at all.
Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
But this taught me an important lesson: There is no point in worrying about the product details if a sound productstrategy is missing. As helpful as a productstrategy is, it’s not enough. 1] While I hope that this makes sense to you, I find that in practice, the different strategies are sometimes confused.
Hold Regular ProductStrategy Reviews. A productstrategy , like any other plan, is subject to change. How changeable your strategy is, depends on your product’s life cycle stage. As long as your product hasn’t reached product-market fit, the strategy is usually volatile.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective productstrategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
I’ll keep this article not attached to the product itself but in the process of building it and it’s the current process up until now. Alice Product Manager”- Without ProductVision, any direction will be taken. This research was based on areas that are either directly or indirectly related to my product.
Initially, the project was presented to me as something to “increase the number of people who apply to, and join the university” While these numbers may be useful to measure, they’re also vanity metrics, much like website visitors for an e-commerce website. Download the Product Funnel template. Want to give it a try?
Tips for creating customer use cases – for product managers Today we are talking about how to create and use customer use cases to guide product design. Our guest is Dr. Lilac Muller, VP of Product Management at Kymeta Corporation. 18:41] How does the use case impact productvision and decision-making?
Additionally, just as there is a necessity to take in the value of collaborating with teams internally, there is an interplay of pulling in valuable data from the individuals who use the product. Products are not simply about being built. There isn’t one individual responsible for a product’s success.
As product managers, the product roadmap is at the core of everything we do. The product roadmap is a key point of reference to keep productstrategy, business objectives, and execution aligned. And the first step to evangelizing your product roadmap across your organization is getting it out there for all to see.
The Critical Role of ProductStrategy When Money Is Scarce (Part 1 — Seed) A good productstrategy is something every company needs. Here is how a productstrategy can help you create business results, even when the market is not in your favor. Productstrategy is such a vague term for most people.
For example, a productstrategy 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 productstrategy and adjust if necessary.
Our vision is to bring a messenger-first, personal experience to all customer and business communication. Our principles help us make decisions about strategy, roadmaps, design, and more. All together, our mission, vision, and principles inform and guide our daily work – they’re part of what makes us different.
Martin Eriksson – veteran product leader, and Mind the Product co-founder – presented his “Decision Stack” to ProductTank Lagos. It’s a way of connecting vision to action.
Listen to the audio version of this article: [link] ProductStrategy and Change Strategy means different things to different people, so let me briefly share my definition. A productstrategy describes the approach chosen to make a product successful. Eisenhower, we could say, “Strategy is worthless.
The second part of the process is the productvision, which outlines how you will make progress toward the mission over the next two to three years. That feeds into the productstrategy, which is typically set on an annual basis or for six month. The productstrategy goes hand-in-hand with your KPIs and goals.
Using Your ProductStrategy and ProductVision to Plan Your Roadmap. Productstrategies must be rooted in the overall vision of the company and product. When each product initiative advances, the productvision is easy for everyone to be on board. Product storyline.
Ulrike Laubner-Kelleher is a sought-after mentor, educator, and presenter on the topics of product management, innovation and teams efficiency. She helps product teams get ahead of their competitors by finding innovations quickly and developing and launching complex hardware and software products on time.
In order to answer the questions above, you may want to use techniques such as direct observation, user interviews, prototyping, creating a strategy canvas or E-R-R-C grid , and you may capture some of them using a tool like my productvision board.
In product management, 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. This narrative approach doesn’t just sell products; it sells a vision of what’s possible.
These are the modules and experiences that provide a fundamental understanding of our business, covering mission, vision, strategy, product, and organizational structure. Product demos . Q&A with product leaders on our productstrategy. Presenting skills. They are: . Allyship training.
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