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However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. These moments can be politically challenging, as they require balancing the immediate demands of stakeholders with long-term productgoals.
Productside | Product Management Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When product teams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem. Thats where the Productside Blueprint comes in.
In both instances, Id recommend using an overall portfolio or bundle strategy in addition to the individual productstrategies. If I were in charge of the suite, Id use a portfolio strategy that guides and aligns the strategies of Word, PowerPoint, and Excel. [1] This is where product portfolio roadmaps come in. [2]
Gathering insights about target users through user research, such as surveys and interviews, is essential to tailor products effectively and enhance user satisfaction. 6 Goal-Oriented Questions Understanding user goals helps align productstrategies with long-term business priorities and aspirations.
Speaker: Yoav Yechiam, Founder and Head Instructor, productMBA
Join Yoav Yechiam, Founder and head instructor at productMBA, as he explains best practices for a data-guided strategy that helps product managers get to the "why" of their biggest productgoals. He'll discuss: Why analytics are important for product managers. What's wrong with the common analytics practice.
For product managers, this complexity means adopting a more strategic approach to ensure your product meets customer needs, aligns with organizational goals, and delivers measurable value. By conducting regular market assessments and customer feedback sessions, you can fine-tune your strategy to stay relevant and proactive.
A product leader with 7+ years of experience in product management or a related field who has successfully built and scaled complex systems at a global level. Someone who thrives in ambiguity and can translate complex problems into clear, actionable strategies. Experience owning/driving roadmap strategy and definition.
Challenges when tracking and analyzing user metrics (+ how to overcome them) Here are common challenges and actionable strategies to overcome them so your metrics drive meaningful results. Once events are captured, you can label and prioritize those most relevant to your productgoals, such as adoption milestones.
Design Your Lifecycle Email Marketing Strategy with Userpilot Get a Demo 14 Day Trial No Credit Card Required 2. Beginners These users have successfully completed their initial activation step, reaching your product’s fundamental “Aha! Encourages the user to try other products at a discount.
Whether you manage a feature, a product, or a whole suite of products, you likely have some goals that you're trying to meet. But do you have a strategy? Strategy and goals are different. It's your strategy that allows you to make decisions that help you meet your goals in the first place.
You need clear goals, the right events, and analytics tools that fit your app’s journey. In this guide, Ill walk you through why mobile tracking is more complex than web and how you can build a smarter, more reliable tracking strategy with that in mind. For me, this always starts with mapping the user journey toward key goals.
Embedded self-service BI is not just a feature; it is a product growth strategy. By delivering real-time analytics within your application, you give users the power to make decisions where it matters most—without extra support, without dev time, and without ever leaving your product.
ProductGoals Defined. The Scrum Guide released in November 2020 states that “the productgoal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the productgoal is in the product backlog. Figure 1: The ProductGoal in Context.
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 productgoals.
An effective productstrategy is key to successfully create, enhance, and manage a product. There is no point in worrying about the product details and writing user stories if a sound productstrategy is missing. But what exactly is a productstrategy? Figure 1: My ProductStrategy Model.
Hello product designers, this is for you. I want to talk to you about productgoals, metrics, and how they get muddled in the product design process, leading to some less than humane outcomes. So, productgoals and metrics – the tools that allow you to build design foundations and shape a strategy.
ProductGoals Defined. The Scrum Guide released in November 2020 states that “the productgoal describes a future state of the product … [It] is the long-term objective for the Scrum team.” It also suggests that “the productgoal is in the product backlog. Figure 1: The ProductGoal in Context.
Figure 2 contains a set of cascading goals: vision, user and business goals, productgoals, and sprint goals. The vision guides the user and business goals, which are contained in the productstrategy. A productgoal, finally, helps determine the right sprint goals.
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. In other words, the strategy should define how important each goal is, relative to others. Which ones? You get the idea.
Specific : Make the goal—a.k.a. productgoal —so detailed that you can tell what needs to be roughly done to achieve it and how long it is likely to take. Measurable : Describe the goal so that you can determine if it has been met. Do not state any product details such as user stories.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. How can you capture the right user stories , for instance, if you are unsure who the users are and why they want to use the product?
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 ).
In this ProductTank Wellington talk, Andrew Tokeley, Product Leadership Coach, explains why strategy is a big part of trying to help product managers connect the dots and prove the value of what they’re working on and why many can struggle with lack of strategy. [.]
This is useful when meeting the productgoal results in a new major release or product version, for instance, iOS 17.4 The fourth row lists the product’s features. These are the outputs that are required to meet the goal. The fifth and final row captures the metrics to determine if a productgoal has been met.
No matter the specifics of how your company adapts and grows, it’s crucial to be aware of how your pricing strategy relates to other aspects of your business. It’s all too easy to make the mistake of adopting a pricing model that is ill-suited to other aspects of your company, such as the go-to-market strategy or sales strategy.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the productgoals on the product roadmap to discover additional KPIs. Step 3: Add Health Indicators.
(Often, a combination of strategy and tactics.) And, they might need to collaborate across the organization with a variety of product and portfolio leaders if the organization wants to EOL (End of Life) one product and start a new kind of business. Move between strategy and tactics and back again.) They can't.
You might not know, for example, which marketing strategy is most appropriate or which sales channels are most effective. You need the stakeholders’ active contribution to progress the product and reach the productgoals. Invite the individuals to productstrategy review meetings and sprint reviews.
Not tied to a solution : Despite its name, I recommend keeping the product vision free from assumptions about the actual product or solution. This allows you to pivot, to change the productstrategy and the product while staying grounded in your vision. Who Owns the Product Vision?
Expanding on a recent post ( Revenue Goals are Not Company Strategies ), I’ve been seeing lots of maker teams (product, engineering, design) struggling to form productstrategies without a company strategy to hang them on. OK, What’s A Company Strategy? And a great tactician.
Product leader Aatir Abdul Rauf outlines questions product managers should ask when crafting a productstrategy. By Tremis Skeete , for Product Coalition Productstrategy continues to be a misunderstood concept and energizes many conversations and debates on LinkedIn. It’s not a set of goals.
Setting smart productgoals is a vital skill for any sensible SaaS owner or product manager to get right. In this article, we’re going to explore what makes an effective productgoal, the difference between goals and product initiatives, how to set them and make them work with your product backlog, and more.
You can learn more about using the GO Product Roadmap by watching this YouTube video. But before you build your outcome-based roadmap, ensure that a valid productstrategy exists. A handy template to capture the strategy is my Product Vision Board.
I therefore recommend applying a different product roadmapping approach and using goal-oriented roadmaps , which are also called outcome-based. As their name suggests, these roadmaps focus on productgoals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt.
What is a messaging strategy? A messaging strategy is a marketing framework /plan that outlines how your brand communicates its key messages and unique selling proposition to its target audience. Why should you have a solid messaging strategy? SMART goal-setting framework. Let’s look at how that’s done!
Crafting a winning productstrategy is crucial for SaaS success, and finding the right productstrategy example can provide all the inspiration you need. This article provides concrete examples of different productstrategies employed by SaaS companies. Book a demo to learn more.
The value the product should create is not clearly understood : A validated productstrategy and an actionable product roadmap are missing. If this data is actioned, bad product decisions will be made. Then ask yourself how you can tell that these goals have been met. 3 Stakeholder or Big Boss Dictates KPIs.
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.
Collaboratively set goals , for example, user and business goals on the productstrategy and productgoals on the product roadmap. Involve the Stakeholders in Important Product Decisions. Ask the Scrum Master to help you build a stakeholder community.
Launching a product without a well-defined productstrategy framework is similar—you risk wasting resources without a clear path to success. So, how do you outline a productstrategy framework that is the foundation of product-led growth ? Productstrategies help you design and grow your products.
Organisational change and empowerment : Work with senior management, HR, and other business groups to implement the necessary organisational changes required to fully empower product people and leverage agile practises. Having an effective Scrum Master allows you to focus on your job—to maximise the value the product create.
Instead, you rely on the contributions and the support of the key stakeholders , the development team members, and possibly other product people who help you manage a large product. For example, the marketer has to create the marketing strategy, and the development teams have to design and build the product.
As the person in charge of the product, you may not be terribly concerned about how clean and well-structured the code is. The messier the code and the less modular the architecture is, the longer it takes and the more expensive it is to change your product.
According to Ant Murphy, the reason is simple, you don’t have a prioritization problem, you have a strategy problem. We explain how to create a successful productstrategy, the role of productstrategy in prioritization, and how to align your prioritization efforts with your strategy.
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