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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]
This unique combination developed both her analytical thinking skills and her ability to question assumptions – capabilities that would later prove valuable in her product career. This revelation led her to refocus her career from general business operations to technologyproduct management.
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. We explored the 19 essential activities that define successful software product management today.
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.
This openness encouraged deeper discussions within the team and helped clarify the project’s direction, ultimately aligning everyone on the vision. These are stronger indicators of interest that tell you they really want your product, versus general positive feedback.
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.
By aligning on shared business objectives, you can guide teams toward decisions that benefit the broader productstrategy. Managing Unrealistic Expectations Stakeholders often have high expectations for product timelines or the potential impact of new features.
Basecamp exemplifies this approach by openly encouraging debate and dissent to refine their vision. This approach fosters groundbreaking creativity, as seen in their innovations like Steam and VR technology, driven by exploration over deadlines. OKRs should serve the strategy, not dictate it. Spoiler alertthey wont.
But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from user feedback versus founder’s vision for the product? We asked some of the industry experts about how do they merge both the aspects and finalize the features of the product.
For example, in a recent Lenny’s Podcast , Archie Adams shared that Shopify runs experiments with cohort analysis after 1, 2, 3, 4, and 5 years as the CEO’s vision is to build “the right things for commerce 100 years from now” Looking for specifics? Technology and customer needs are never static.
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. Influential Leadership.
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.
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).
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. A seasoned product leader with over 5 years of experience in product or program management, product marketing, business development, or technology.
They are seeking a Mobile Product Manager to lead the innovation and expansion of their field service mobile application across iOS, Android, and various third-party integrations. If you have a passion for mobile technology, field service solutions, and integration-driven product development, they want to hear from you!
Apple is seeking a highly experienced Digital Product Data Manager to join its Worldwide CSO Technology team. In this role, you will work with product managers to drive automation across key digital content processes and serve as a key resource for short-term and long-term deliverables for their content technology roadmap.
Customer-centric approach: Deep understanding of user needs and behaviors, with a passion for creating products that delight users. OpenAI: B2B Growth, Lifecycle As part of the Growth team, you’ll be at the forefront of bringing OpenAI’s technology to the world. Salary 139.000 – 186.000 EUR Apply Here 2.
It requires a strategic vision, a robust execution plan, and most importantly, alignment with broader business objectives. Instead of blindly jumping into AI initiatives, businesses should carefully assess whether the technology truly supports their strategic goals. It can enable next-level advances in productivity and innovation.
As Lead Product Manager for Core Product, youll oversee state-of-the-art technologies, collaborate with top-tier engineers, and develop products that shape the industry. Passion for using AI to create safe and beneficial products. Have a creative hacker spirit and a love for solving puzzles.
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?
Let’s make this more concrete by looking at a popular product discovery tool, Teresa Torres’ Opportunity Solution Tree (OTS). [2] 2] Before I proceed, let me point out that I am neither a product discovery expert in the sense discussed below nor do I fully endorse the specific approaches created by Marty and Teresa.
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. To ensure that the right technologies are applied, you’ll benefit from using a technologystrategy.
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.
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.
While you might “own” the product, your product’s vision should be coming from the top of the house. It should be driving everything in your organization, not just product development. Sales, operations, technology… all of it should be working toward a common vision.
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. Research sprints : You focus an entire sprint on technology exploration.
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.
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.
A strong productstrategy is often neglected because of the absence of any strategic thinking in product teams. What can product managers do to make sure they give their productstrategy the attention it warrants? But today many, if not most, product teams fail this very first test. Sound familiar?
How to Achieve Success in Your ProductStrategy In today’s rapidly evolving market, having a clear productvision and a well-defined strategy is essential for the success of any tech product. A compelling productvision is a guiding light, providing direction and purpose to the development process.
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.
Creating a productstrategy is almost never a matter of answering a few simple questions and figuring it out. They have a solid business but realized that the growth potential there is limited so they pulled me in to help them redefine their vision and strategy. Sounds confusing? Photo by Cup of Couple from Pexels W.
But no matter how a product is classified, it must create value for its users—or it is doomed. Feasibility implies that it is possible to design and build the product: the technologies required exist or can be developed. But it’s even better to use them when you make strategic product decisions.
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.
Existing customers have greater confidence you’re keeping pace with or staying ahead of the technology curve in ways that benefit them. 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. All good, right?
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.
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. When I joined Kymeta, we had just launched our first-generation product called u7.
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 ).
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.
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. Each of these items are also useful when communicating your product’sstrategy to various stakeholders within your organization.
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