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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.
Building the Foundation for Product Vision This activity serves as a bridge between problem validation and product vision development. By identifying and validating solutions before creating a product vision, product managers ensure they’re building on solid ground rather than assumptions.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. The principle stays the same.
A great way to discover an effective product strategy is to capture your initial ideas, using a tool like my Product Vision Board , and then systematically correct and refine them. 6] I created the board back in 2011 to offer a simple yet effective way to capture the vision and strategy of a product.
Speaker: Miles Robinson, Technical Project Manager, iFixIt
When adding projects to a roadmap, the question of outsourcing or doing work “in house” is always a consideration. Alignment with your purpose and vision. Timeline of the project in the roadmap. It's time to get SMART about what you do in-house! Measurement rules to monitor cost and success with enough time to adjust.
Connect Decisions to Customer Needs: Show how your roadmap addresses customer pain points to build trust. Visualize Findings: Present insights through charts or graphs to simplify complex data for stakeholders. How to Inspire with Vision: Collaborate with stakeholders to co-create a vision that aligns with company goals.
Photo by AP Vibes Outcome-based roadmaps are considered the best practice; however, they are not as common as you would expect. We created a beautiful vision and design that laid the foundation for anything that would be needed in the future until the existing system could be fully replaced. The concept has been around for a while now.
5] What about Product Roadmap Generation? You might have noticed that I didnt list the creation of product roadmaps as an AI benefit, even though several tools offer it. There are two reasons for this: First, the AI-generated roadmaps I came across during my research were feature-based, which is a roadmapping approach I dont recommend.
Previously, in order to avoid becoming a bottleneck, I could review only high-stakes communications, like emails to the CEO or all-hands presentations. You can implement a similar approach in any area where you provide consistent feedback, such as PRDs, presentations, or roadmaps.
One such area is roadmap planning. My recommendation for roadmap planning is to start top-down, from the company’s strategy itself, understand it in depth, and only then start planning how you are going to make it a reality. If the CEO needs a presentation for Tuesday you need to have it ready for Tuesday.
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.
Blog Ebooks &Â Guides Events & Webinars Case Studies Podcast Community Sign in Get started for free Test Closure How to Present Customer Insights to Product Managers, Engineers, and Executives Posted on June 11, 2025 Austin Meyer You ran a solid test. Presenting feedback isnât just about sharing the facts.
Roadmaps ship but they don’t shift any key metrics. Ask your team: which of these dysfunctions are “almost always” present? .” — David Pereira Try Usersnap for Smart Discovery Try Usersnap Now Why Most Product Discovery Phases Quietly Fail Let’s be real: discovery is broken in a lot of teams.
Provide Leadership in the Development of Roadmaps A roadmap is a critical tool for alignment. A robust roadmap is not handed down, it’s co-created. They build backend systems and APIs to support freemium-specific entitlements, manage feature gating, and enable the dynamic presentation of upgrade opportunities.
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. Background delivering successfully on multi-quarter roadmaps and aligning diverse stakeholders to achieve shared goals.
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. When stakeholders are part of the synthesis process, the shared understanding of outcomes becomes more impactful than any polished presentation or lengthy documentation.
They want to know the institutions vision, how it uses technology ethically and how it serves communities, and it also should be reflected in your digital banking marketing activities Adaptability and Scalability: A digital brand is never finished. Customers today expect more than just transactional efficiency.
With tools like PathAI and Zebra Medical Vision , AI can now analyze radiology images faster and more accurately than many human experts. AI presents life sciences companies with a unique opportunity to revolutionize how they operateand the stakes couldn't be higher. TURN AI IDEAS INTO ACTION AI is revolutionizing life sciences.
Strong roadmap and product sense: can context switch between detailed work and high-level strategy/vision, ability to PM basic initiatives end-to-end. Exec comms: can work autonomously with senior leaders to present recommendations and facilitate highest highest-level decisions. Salary $265K + Offers Equity Apply Here 3.
In his presentation, talks about LearnVest, the role of a product manager, and what he’s learned from his years as a product manager. A product manager, he says, needs to have a vision and roadmap. A Great Product Manager. Vivek believes a huge part of being a product manager is being a strategic thinker.
Recent geopolitical instability in the region has also raised concerns about business continuity and long-term engagement reliability, a risk that India with its stable democratic government and established IT policies doesn’t present. The region produces approximately 30,000 CS graduates annually compared to India’s 1.5
Make sure you notify them proactively – no one will go to a static web page of release notes and hit the refresh button every day – and present the information in a way that is easy and fast to digest. Give your stakeholders and users the comfort of announcing new stuff via release notes!
Listen to the audio version of this article: [link] Traditional vs Outcome-based Roadmaps Before I share the four steps, let me briefly describe the main differences between a traditional, feature- and an outcome-based product roadmap. A traditional roadmap is essentially a list of features, which are mapped onto a timeline.
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Smaller strategy updates and product roadmapping decisions, however, are not as critical. I refer to this group as key stakeholders.
Much has been written about the process of creating product roadmaps, not least the six great articles written by my own team. I believe the actions of a product leader all too often are the root cause of a “bad” roadmap. Without thoughtful leadership around them, it may not be in product manager’s gift to achieve a “good” roadmap.
Roadmaps don’t need to be complex, nor should you need a PhD to create one. Photo by Matt Duncan on Unsplash Ahh the dreaded word roadmap… The mere mention of a roadmap can divide the room, and send Product Managers into a world of panic. Let’s face it, roadmaps have a bad reputation. the simple roadmap by David Webb 1.
As the first and most senior PM, I recognized the need to clarify vision, formalize processes, and set a proactive agenda moving forward. They need to shift their focus to leveraging teams to execute their vision and it is up to you to help with this transition. Start at the Top. In most companies, this process is ongoing.
Communication underpinned and still does underpin my day to day to work, whether this is nonverbal communication in the morning to uplift your team, a quick rational response over slack to make informed decisions, or presenting your product roadmap to a room of customers. .
Can’t get your boss to part ways with a time-based feature roadmap? I wonder what it is about feature roadmaps that is comforting to the C-suite. For bosses, I think there’s a perceived risk in moving from a safe and predictable feature roadmap to an experiment-based lean product roadmap. Then sell them on the risk.
These are the business strategy , which is also referred to as corporate strategy , the product portfolio strategy , the technology strategy, and the product strategy , as well as the product roadmap , the technology roadmap, and the product backlog. The latter, in turn, drives the product roadmap, which directs the product backlog.
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 product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
It’s Product Roadmap Building Time Again! The end of 2020 is nearing and it’s product roadmap building time again?—?at To make that process as worthwhile as possible, adhering to the following seven product roadmap first principles has proven beneficial in my experience. The classic quote from Lewis Carroll works here, too.)
But as long as innovation, change, and risk are present, this approach is ineffective. It’s a model of an iterative process that systematically links the product strategy with the product roadmap , the product backlog , the development work, and the key performance indicators (KPIs).
Leaders of product management need agility, influence, trust, empathy, and motivating vision. Hard skills like market research or roadmapping are important, but they’re not enough. Don’t be overly critical or judgmental; be present for them. 17:30] Tell us about product vision. Listen deeply and actively.
Typically, there are two big phases in bringing a product from vision to launch: planning and execution. Planning includes the product vision, strategy, and roadmap. How do you set the vision, strategy, and roadmap? We tap into all of that to write the vision document. [8:27] At what cadence do you do that?
It forced me to question a belief, as a product leader, I treated as an absolute — that products always require roadmaps. Do you think every company and product needs a roadmap?” Then I thought further; maybe scenarios exist where roadmaps are optional. Roadmaps are not always needed. Roadmaps early on tend to box you in.
If you do things that are purposeful, you’ll eventually be successful.” — Howard Schultz Several years ago, I found myself in a heated discussion about product roadmaps with a client. So as he leaned across the table and looked me in the eyes, he demanded, “Explain why I need a product roadmap.” Why not, indeed?
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
On this episode of Intercom on Product myself and Paul Adams, our SVP of Product, take a look at roadmapping. Knowing how and when to define a roadmap, who to include and how long to plan for are key elements to finding the balanced approach that you need. As you grow functions, the audience for your roadmap widens.
It’ll describe some points divided as follows: Setting the product vision Getting people onboard (stakeholder management) to make it happen How to talk with other areas to get to this vision Why is setting a Product Vision important? Alice Product Manager”- Without Product Vision, any direction will be taken.
A Tale of Two Roadmaps — And Why You Can’t Succeed With Only One “There is no one-size-fits-all product roadmap. A roadmap can and should look different depending on the situation. Todd Lombardo Once upon a time, in a city like yours, two versions of a roadmap emerged. Both roadmaps, though different, are crucial.
Learning and growing are antagonistic by nature, which is why many companies face the roadmap dilemma. Ways that the Roadmap Dilemma Presents Itself. Deconstructing the Roadmap Dilemma. Both modes often cohabit on a roadmap. Solving (Avoiding) the Roadmap Dilemma. Frictionless. Qualitative. Quantitative.
Some organizations lean toward execution, with a focus on product artifacts like PRDs, user stories, and roadmaps. How far ahead is your roadmap determined? A roadmap determined too far ahead of time infers a rigid product organization, with little opportunity to incorporate learning and experimentation.
How to effectively build and manage your roadmap and your stakeholders’ expectations. The Roadmap Challenge I recently participated in a meetup of very experienced product management leaders arranged by ProductX. We discussed roadmaps and the challenges surrounding them. Modify the roadmap based on their input if needed.
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