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How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers.
Listen to the audio version of this article: [link] AI Strategy Benefits My research shows that AI can help you make better strategic decisions faster, at least for certain products. [1] 2] Market Research AI-based tools can discover user and customer trends using predictive analytics.
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.
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. Additionally, the different parts have to fit together and support each other. Are the right processes used?
Ideation, discovery, research, and analysis all inform the development of a productstrategy that evolves iteratively as the product team learns more about customers, their problems, and potential solutions. However, effective communication of productstrategy often presents challenges for product leaders.
As Product Managers and Product Leaders, it’s easy to get caught up in the day-to-day grind of feature releases, bug fixes, and userfeedback. But amidst this whirlwind of activity, how do successful product teams stay focused on what truly matters?
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 our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Conducting UserResearch”. We are always looking for more product mentors from all around the world. About The Product Mentor. Dustin Levy Director of Product Management, Gentex Corporation.
What is the ProductVision? The productvision describes the ultimate purpose of a product, the positive change it will bring about. Say I wanted to create a product that helps people become more aware of what and how much they eat. What Makes a Good ProductVision? Who Owns the ProductVision?
Speaker: Christian Bonilla, VP of Product Management at UserTesting
Every product team wants to build things users love. It’s why breakthrough products rarely happen by accident. Rather, they start with a strong productvision. Getting that vision right is one of the most important responsibilities of the product team. The goal may sound simple, but it’s hard to do.
Listen to the audio version of this article: [link] What is Product Discovery? Product discovery is the process of “figuring out a solution to a problem we’ve been asked to solve,” writes Marty Cagan. [1] 1] It involves understanding and selecting user needs, exploring solutions, and choosing the most appropriate one.
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?
They address an existing market, and their growth prospects are limited by your ability to grow the market and capture more market sharethat is, to attract more users and customers. Core Innovations As they are crucial to generating the necessary profits, you should protect your core products.
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. 8:36] How do we create a customer use case?
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).
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.
“What is your ProductStrategy? YOU NEED A STRATEGY.” When I replay this scene in my head, I can hear the CTO very audibly yelling (slash pleading) with our product team. BUT we still had to test our ideas. This didn’t sit well with the CTO because in reality he didn’t want a strategy, he wanted a plan.
The company operated a software platform for their call center, managing customer communications while ensuring compliance with state regulations. As VP of Operations, Kim worked with third-party engineering consultants to improve the platform’s ROI and customer outcomes.
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.
Truly understanding your customers and finding ways to improve your product is an overwhelmingly daunting task. Customer discovery is key to informing productstrategy and there is a mountain of techniques and methods available for conducting customer discovery. Customer needs. Market knowledge.
“Our vision is to be the best!” If you’ve ever sat through a company strategy meeting and left with your head spinning, you’re experiencing a common problem. First, there’s the vision – those sweeping statements that try to inspire but end up saying nothing. That’s not a strategy – that’s a feature masquerading as direction.
But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from userfeedback versus founder’s vision for the product? And, how do you also tell the difference between what feedback to incorporate?
If your buyer is another product manager, treat them like an external customer. One participant worried: Leadership is anti-product. Rogers take : Win them over with real user insights. Their biggest complaint is usually that product managers add no value. Investigate their request with quick userfeedback.
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.
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.
Even with best practices in place, product managers often face controversial and uncomfortable challenges when managing stakeholders. From handling feature requests that lack customer validation to managing unrealistic expectations, we’ll discuss practical strategies to maintain alignment and avoid common pitfalls.
The key results might then be “simplify user journey A” and “enhance feature alpha.”. In figure 1 above, the key result “simplify user journey alpha” becomes an objective with two new key results, “remove user journey step two” and “improve performance by 10%” thereby connecting the two OKRs. Figure 1: Cascading OKRs.
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. But when bigger changes are required or the group is more diverse, the approach is not only time-consuming.
Bugs can be valued in terms of quality outcomes like reducing support needs or improving user satisfaction. Finally, new features should be valued in terms of major business or customer outcomes that they’re aiming to serve (increasing CLTV, supporting a new vertical, compliance on new legislation, etc.).
Before Wiz, Raaz led security products at Microsoft, including Azure Sentinel. This openness encouraged deeper discussions within the team and helped clarify the project’s direction, ultimately aligning everyone on the vision. It also serves over 45% of the Fortune 100.
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. Signup to be a Mentor Today! View the live stream….
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. But others find it hard to no longer be actively involved in making product decisions, regularly talking to users, engaging the stakeholders, and working with development teams.
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.
You want to be the product that is useable, feasible and valuable to the target audience/customer ie you’re selling yourself as the solution to some specific company’s specific problem. You can stand out from other product managers by applying these skills to yourself. Who is the target audience/segment/customer?
Guest Post by: Alex Hsu (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Addi Regev]. A research conducted by Alpha UX found that 25% of Product Manager surveyed wished for a clearer product roadmap and strategy. Research article. Themes, Epics, User Stories. Why do I need a framework?
A first step to form effective product teams is therefore to identify the products in your organisation. But what is a product? I view it as an entity that creates tangible value for users and possibly customers as well as the business. The former is achieved by solving a problem or by providing a specific benefit.
Moving from product concepts to execution requires the steady guidance of a product manager to listen and understand the needs and wants of the organization, the teams involved, and the users for whom the product is being built. The cycle of creating a great product begins with listening. Establishing value.
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.
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. A sample goal might be to acquire users, increase conversion, generate revenue, or reduce technical debt.
Since then, market dynamics have shifted, competitors have launched new capabilities, and your customers needs have evolvedbut your team is still marching toward that old roadmap. Similarly, Netflix constantly experiments with new ideas and adapts based on user behavior, ensuring they stay ahead by embracing change.
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.
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.
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. We realized we needed to build that trust into the product itself.”.
What is the ProductVision? The productvision describes the ultimate purpose of a product, the positive change it will bring about. Say I wanted to create a product that helps people become more aware of what and how much they eat. What Makes a Good ProductVision? Who Owns the ProductVision?
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