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We explored the 19 essential activities that define successful software product management today. Requirements Engineering Following roadmap creation, requirements engineering emerges as a crucial activity where productstrategy meets technical execution.
3] The Innovation Ambition Matrix and ProductStrategy Once you know your products innovation type, you can use it to understand the strategy work required and make the right strategic decisions. Core Innovations As they are crucial to generating the necessary profits, you should protect your core products.
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.
James describes working with one organization that had five different sales leaders in 18 months due to these pressures. Making Better Launch Decisions James points out common decision-making problems in product launches. James shares an example where changing productstrategy meant completely rethinking the sales approach.
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
Early in her career, Francesca encountered this phrase alongside the common description of product management as sitting at the intersection of business, user experience, and technology. Instead, successful product managers excel at bringing together diverse perspectives and expertise to create better outcomes.
Every meeting becomes a performance review rather than a space for creative problem-solving. Experiments that might failbut could lead to paradigm shiftsare killed in favor of safe bets that give executives something to celebrate on their quarterly reviews. OKRs should serve the strategy, not dictate it.
While it would have been easy to blame the productstrategy, marketing, or any number of other potential targets, they weren’t at the heart of the problem. The productstrategy was sound, but we hadn’t translated it well. You need to pick metrics that work for your company, product, and team. Does it make sense?
Read the full article: [link] Your subscription unlocks: Weekly deep dives on product leadership and decision-making Proven tools and case studies to strengthen your execution Access to mentorship and resume reviews at higher tiers What’s the hardest “no” you’ve had to deliver as a PM — and what did you learn from it?
Prioritization is where product leadership gets tested. Balancing technical constraints, stakeholder agendas, and long-term goals is hard. Even experienced PMs get stuck in opinion-driven debates or lose clarity under pressure.
Achieving and Scaling Product-Market Fit: A Guide for Product Managers in Mid-to-Large Tech Companies Introduction As product managers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
The difficulties you face from going to 0 to 1understanding your customer, identifying what will differentiate your product, building early versions of that product, and actually finding customers to use it? They still exist, even when your product is an API. Chi started sitting in on quarterly business reviews with top vendors.
The four critical capabilities product managers need today and beyond are: Commercial Acumen. Technology Curiosity and Fluency. Technology Curiosity and Fluency Technical empathy Bold exploration Speaks the language of engineers Not about coding, but about curiosity and fluency in tech conversations.
Evolving as a Product Leader: From Execution to Capability By Adrienne Tan At a Glance The Future of Product Isn’t Just Technical. Product leaders are quick to invest in tools, platforms, and tech upgrades but often overlook the human capability needed to bring those technologies to life.
This is a problem I see not just with tech entrepreneurs but also on a regular basis with product managers at the B2B companies we work with at SiriusDecisions. If I had to make a blanket statement, it’s that most founders and product managers don’t listen enough to customers or iterate enough based on customer feedback.
De-risking your 2025 initiatives Why every intelligent app must start with a PoC By Jill Antweiler Posted in Product Published on: January 15, 2025 Last update: January 15, 2025 As we settle into 2025, many executives are eyeing ambitious initiatives to leverage new technologies and drive innovation. But they come with increased risks.
Insights from April Dunford’s Business of Software AMA In an era where “AI-powered” has become the default label for techproducts, positioning your company clearly and effectively is more challenging than ever. Every techproduct claims some AI capability. Positioning is not productstrategy.
For organizations focused on immediate targets, factor in specific business goals to achieve, aligned with the organizational and productstrategy. Focus on Outcomes - When framing your productstrategy, pose questions or problem statements that directly address key customer issues. Or hearsay?
Inside the article: Why removal is harder than building, but often more valuable A four-stage subtraction audit to guide product teams How to identify features that are dragging performance, usability, or focus A case study showing how one team removed a low-use feature and saw engagement rebound What Youll Learn: How to evaluate feature usefulness (..)
This approach can free up internal resources, reduce time to market, and provide access to niche skills, especially in emerging technologies such as artificial intelligence, blockchain, and the Internet of Things. This can include: Productstrategy: Roadmap definition, market research, feature prioritization.
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: Why trust is now a product featurenot just a brand value. Actionable strategies to integrate trust into your productstrategy. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers).
It involves manually reading many posts or reviewing searches tied to multiple keywords, sifting through numerous irrelevant posts, creating Jira tickets for relevant issues, and ensuring that nothing falls through the cracks. I decided to face it head-on by putting myself, the least capable technical talent, on the job.
For example, if you do a lot of in-house development, Scott suggests exploring tools that can help with code development and code review. Instead of blindly jumping into AI initiatives, businesses should carefully assess whether the technology truly supports their strategic goals.
For engineers and product managers: start using AI coding tools to modify existing codebases, not just for prototyping—this creates a competitive advantage while your colleagues are still figuring out the tools.
From summarizing user feedback to crafting productstrategy, having AI as a patient, knowledgeable, and always-available thought partner has completely transformed how I do product work. You can now also listen to these posts in convenient podcast form: Spotify / Apple / YouTube. workers use AI daily.
Listen to the audio version of this article: [link] Make Time to Keep up with Technology Trends As new technologies come and go, it’s important for you—the person in charge of the product—to stay on top of the developments. The following four measures will help you with this.
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.
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? Do You Need a Strategy for Your Product?
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.
Hold Regular ProductStrategyReviews. 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.
Why a ProductStrategy Process Matters. An effective productstrategy process should ensure that a valid productstrategy and an actionable product roadmap are always available—that a shared and valid approach to achieving product success is available at anytime, as the picture below illustrates.
In a recent live stream from one of our mentors of The Product Mentor , Dustin Levy, lead a conversation around “ProductStrategies for Non-Strategists”. We are always looking for more product mentors from all around the world. About The Product Mentor. Jonathan Berg Director of Product Management, Schoology.
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
How might people use the product? What kind of user experience (UX) should the product give rise to? How can the product be built? What architecture patterns and technologies may be used? The latter largely determines how the product should be developed. What are the major touch points?
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
Learn Targeted Skills in Small Chunks On the Go Today, Product Management University announced the availability of 15 new micro learning courses for high technologyproduct managers in B2B. Product Management University micro learning courses are offered in live virtual, onsite and on-demand e-learning formats.
Treat the Platform as a Product. Consequently, a platform should have its own productstrategy and roadmap , KPIs , product backlog , and well-designed software architecture that leverages the right technologies. Make sure, though, that the platform decisions are guided by the needs of the products it serves.
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.
Ladislav focuses on user centric product development, especially on brand, usability and revenue product challenges. He is passionate about Lean and Agile Product management, innovative business models and business and productstrategies. Dustin Levy Director of Product Management, Gentex Corporation.
These are typically brand-new and young products as well as products that are experiencing a bigger change, for example, to extend their life cycle by addressing a new market segment or by replacing some of the technologies. It therefore offers only limited support for product people.
Creating a productstrategy is almost never a matter of answering a few simple questions and figuring it out. It is very rare to simply sit in the room until everything is sorted out and have a clear vision and strategy as an immediate outcome. You see, when it comes to productstrategy, there isn’t a right answer ?—?the
Demand-Side Innovation: Finding the Right Mix One of the basic concepts in product innovation is understanding the difference between supply-side and demand-side innovation. Conclusion As product managers, we play a vital role in driving innovation and creating value for our companies and customers.
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