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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.
This article assumes that you are familiar with the productvision board or the key elements of a productstrategy : market, value proposition, standout features, and business goals. Vision Captures Product Idea or Business Objective. Additionally, such a vision is hardly inspiring.
An inspiring vision creates a meaningful purpose for everyone involved in making the product a success including the stakeholders and development team members. It also allows you, as the person in charge of the product, to understand if dedicating your time and energy to the offering is worthwhile and sustainable.
Listen to the audio version of this article: [link] What Information Should a ProductStrategy Provide? I like to think of the productstrategy as a high-level plan that helps you realise your vision and that answers the following four questions: Who is the product for?
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.
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 present productstrategy 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).
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.
Some people also refer to core innovations as incremental and to adjacent ones as evolutionary. [2] 2] Core Innovations Core innovations optimise existing products for established markets. They draw on the skills and assets your company already has in place, and they make incremental changes to current products.
I refer to this group as key stakeholders. 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. Instead, reaching an agreement is a collaborative effort.
I’ve explained that the context typically needs to be the productvision, and a specific set of outcome-based objectives for each team (OKR’s are an effective way to do that). ProductVision. ProductVision. In truth, buying into a vision is a bit of a leap of faith. ProductStrategy.
80 to over 100 hours per week to “change the world” is what Elon Musk wrote in a 2018 tweet, referring to what was considered a standard working week at the time Tesla was ramping up production of its Model 3 sedans. a clear and compelling vision. Or worse of all, sometimes there was just no ProductVision at all.
Listen to the audio version of this article: [link] The Head of Product Role in a Nutshell A head of product manages a group of product people —individuals who look after one or more products and who may be called product managers or product owners.
The term product owner is commonly used to refer to six different product roles in my experience. These are: The original Scrum product owner who owns a product in its entirety and is responsible for maximising the value it creates. But the ability to save the document is a feature, a part of the overall product.
As a consequence, different people have suggested different ways to apply the product goal. Some view it as the productvision , others equate it to the product’s value proposition. What’s more, I like to ensure that product goals are connected to the productstrategy and its user and business goals.
Whenever you are faced with an agile, dynamic environment—be it that your product is young and is experiencing significant change or that the market is dynamic with new competitors or technologies introducing change, you should work with a goal-oriented product roadmap, sometimes also referred to as theme-based. Learn More.
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.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and productstrategy, as the model in Figure 1 shows. [1]
Let’s talk about how to define a productvision, and why the lack of a productvision is so detrimental to your team. As I’ll explain below, the “why” and “where” form your productvision, and your product team (especially your engineers), not only want this from you, but need it in order to do their best work.
Products like the Sonos system are sometimes called vitamins , as they provide a nice-to-have benefit, similar to vitamin supplements. Compare this to a product like Apple’s AirTags, which address the issue of finding keys and other misplaced items. But it’s even better to use them when you make strategic product decisions.
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. Do this at least once per quarter, as a rule of thumb, ideally as part of the productstrategy reviews.
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 ).
Themes are critical building blocks for your product’sstrategy, each Theme is usually a statement describing an idea that is critical to the vision of your product. For more details about writing a good User Story, refer to this article. For more details about Theme, Epic, and User Story, refer to this article.
Note that the term product team is used in different ways by different people—much like other product management expressions. Some fellow authors include the stakeholders, for instance, Steve Haines in his book The Product Manager’s Desk Reference , whereas others don’t, for example, Marty Cagan in his book Inspired.
The new product is going to boost your differentiation in the competitive space. You’ve got customer references with success metrics to make your value story real. Product Launches and the Most Common Mistake Here’s the most common mistake technology companies make, and it’ll take every bit of wind out of your launch sails.
Most product managers know how to create a productvision, but that’s not the hard part. The extent to which stakeholders get behind your productvision has everything to do with how the productvision is articulated. What is a ProductVision? Why is a ProductVision Important?
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.
To successfully manage your product and maximise value delivery, you should use additional artefacts including the following five: An inspiring vision that describes the ultimate reason for offering the product; A validated productstrategy that captures your approach to realise the vision and make the product successful.
What are some good productvision examples? How is the productvision different from the company vision? What makes a great productvision? How should product managers develop effective productvision statements? Productvision development takes a few iterations.
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.
Over 8,000 people were interested, so I figured this would be a perfect opportunity to explore my productstrategy skills. Aligning with Netflix’s goals: I refined the productvision to ensure it supports Netflix’s core objectives. This can inform future content acquisition and production/productstrategies.
I find that many product people are so busy with urgent tactical work, such as refining user stories, working with the development team, or answering a support request, that they neglect important strategic tasks like regularly assessing if the productstrategy is still working. Consequently, make enough time for strategic work.
You have this grand vision. I know in a lot of feature factories, product teams don’t engage with customers that often. What’s the vision? I think teams often struggle to connect the dots between vision, strategy, and execution or opportunity space , right? The vision is flight level one for me.
Hackathons , also referred to as hack days : People come together for one or more days to collaboratively explore new ideas and create prototypes. This will not only benefit your product. It will also have a positive impact on team morale and productivity. Facebook’s Like button was conceived in this way, for example.
Her exposure to the product team —and the departure of a previous product manager—sparked Lisa’s interest and led to her stepping into the product manager role right around the time that Teresa began working with the product team as a discovery coach. But what exactly is orchestration?
I have some takeaways and learnings to share that I covered as a coach for their onboarding strategy. It can easily be backed up with the lean concept of building strategies, measuring impacts, and learning to improve. It is noted that some of the dimensions take time to define so invest the right amount of time to define the strategy.
Many startups with an ordinary product make the way to growth and scalability whereas others with great products fail to survive. Both product and productstrategy should fall in place to make the startup sustainable and help them to grow. Vision: It should be inspirational and the guiding post.
First, if you ask me for something that I can’t do, I very likely will refer you to this article. I will always do my best to refer you to someone who can help. I won’t help you with your productstrategy, be an interim product leader, or otherwise help with your business challenges, other than developing your product teams.
Innovators have to build first reference customers in the mainstream market to prove having a promising business model and a compelling offering. The mistake most Product Managers make is to focus on a too broad and large market segment because they fear a niche market will not be profitable enough.
My main driver for reading the book was an attempt to make sense of what strategy meant as a concept and how it was different from a roadmap or plan. In doing so I hoped to understand how to approach the productstrategy for the product I am working on.
Mixing the words, key responsibilities across companies started to emerge: Define productvision and strategy. Mechanisms would be our processes used to translate the company vision into productstrategy, prioritize and set each clan’s backlog and to get it done sprint by sprint. Reference and inspiration.
Jordan Bergtraum is a management consultant with over ten years of experience in the B2B SaaS industry, mostly as a head of product for various organizations in the legal, education, facilities management, and pharmaceutical spaces. He has been responsible for productstrategy, UX, and teams consisting of product and project managers.
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