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Productside | Product Management Courses & Training How WellNest Rebooted ProductStrategy (eBook Preview) When productteams get stuck in backlog chaos, stakeholder noise, and reactive shipping, its not a process problem. Its a productstrategy problem. Heather knows something has to change.
How product managers can move from ideas to action Watch on YouTube TLDR In this episode, I speak with Atif Rafiq about how senior product leaders approach strategydevelopment and execution.
A product analytics strategy is essential for any business looking to make informed decisions about productdevelopment and user experience. With a well-defined strategy, you can avoid misinterpreting data, making costly decisions, and missing out on key growth opportunities. Lack of team resources.
It compounds quietly across every team, workflow, and decision. When data collection is messy, product managers lose visibility, teams waste hours chasing answers, and user experience suffers. This is where tools like Userpilot come in, providing productteams with comprehensive analytics that bridge these dangerous data gaps.
How Great ProductTeams Deliver Strategic Impact By Kathryn Shepherd-King At a Glance Great ProductTeams Don’t Just Ship Fast. Too often, product success is measured by speed and outputs—features launched, tickets closed, timelines met. But great productteams play a bigger game.
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. It’s too bad I didn’t have first principles to draw on at the time. Trust, outcomes, value?
Building trust with stakeholders isnt just a nice-to-haveits essential to preventing failed product launches due to poor stakeholder management. Without trust, even the most well-thought-out productstrategies can face pushback, leading to misalignment, delays, and increased risks.
Productside | Product Management Courses & Training Writing Effective Product Requirements to Drive Outcomes Most product managers dont set out to write bad requirements. So the team builds it without questioning whether it fits the strategy or delivers value to the customer. So what happens? Whats fast.
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. Despite human talent being the largest contributor to cost of revenue, organisations invest far more in tech than in developing their people. They are capability-builders.
Here’s an example – A company is growing by acquisition, and is now faced with the integration / consolidation of two different products. Merging into a single customer base, looking for cost efficiencies from a combined team, increasing profits because of the reduction in price-competition in the market.
Want to advance your career in product management or find top talent for your team? This article shares exciting product manager roles focused on retention and churn and showcases standout candidates in the field. Recommended product manager job openings in data-driven companies 1. Who would be a bad fit for this job?
In a fastmoving digital economy, many organizations leverage outsourced software productdevelopment to accelerate innovation, control costs, and tap into global expertise. Rather than building and maintaining a large inhouse team, businesses partner with specialized vendors to handle design, development, testing, and deployment.
Scaling common elements like churn management with automated solutions can reduce the load and allow product and customer teams to focus on customer touchpoints that can’t or shouldn’t be automated. Technology Operations: It may also be important to address issues with the productdevelopment pipeline / loop (e.g.,
Gartner estimates that through 2025, at least 30% of generative AI projects will fail after PoC due to poor data quality, inadequate risk controls, escalating costs, or unclear business value. Greater resource demands: Developing, training, and scaling AI systems can stretch budgets and overwhelm teams.
Want to advance your career in mobile product management or find top talent for your team? This article shares exciting mobile product manager roles and showcases standout candidates in the field. Recommended product manager job openings in data-driven companies Looking for a job in mobile product management?
Meta is looking for an Operations leader to join the Product Data Operations (PDO) team. PDO provides data and insights that power machine learning and AI, at the core of all Meta products. You will work closely with Meta product and engineering teams to deliver on Meta’s product roadmap.
Start 2025 with the essential knowledge areas that give product managers more influence and success In 2024 I co-authored the 3rd edition of the ProductDevelopment and Management Body of Knowledge: A Guidebook for Product Innovation Training and Certification.
Productside | Product Management Courses & Training Your Product Management Career Isn’t Dead (But It Might Need a Rethink) If youve scrolled LinkedIn lately, youve seen the headlines: AI is coming for your job. Product roles are being cut. Entire teams, downsized. You are a product, too. If you dont?
Want to advance your career in product management or find top talent for your team? This article shares exciting product manager roles focused on Product-Led Growth (PLG) and showcases standout candidates in the field. Recommended product manager job openings in the PLG field Looking for a job in PLG companies?
That is the promise of self-service BI: giving users direct access to the answers they need without relying on data teams or filing support tickets. However, delivering that experience inside a software product or platform is not easy. No more tab switching, static exports, or waiting on dev teams to build reports.
As Lead Product Manager for Core Product, youll oversee state-of-the-art technologies, collaborate with top-tier engineers, and developproducts that shape the industry. 10+ years in product management, particularly in AI or cutting-edge tech. Ideally someone with a proven track record with LLM products.
I remember sitting down with the designer at the time saying, please tell me what the difference is between a graphic designer and a software developer. I want to know from your perspective: what is writing for a product manager? And I think writing is part of communication for a product manager. Evan: Everything.
What is Bad Performance? Before I discuss how you can help an underachieving team, let’s briefly explore what good performance looks like, assuming that an agile, Scrum-based process is used. Second, the team participates in continuous discovery and strategizing , and its members regularly help refine the product backlog.
Taking agile, a process otherwise optimized for small, cross-functional, collaborative teams and making it work at scale is fascinating. ” I’ve spent the last half-year in the beginning of my journey understanding how agile product management at scale can work. Getting Faster at Building the Wrong Thing.
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).
To help you develop your agile product roadmap, I have created a goal-oriented roadmap template called the GO Product Roadmap. You can download the template for free from romanpichler.com/tools, and you can find more information on how to use it in my post The GO Product Roadmap. 2 Do the Necessary Prep Work.
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.
A four-layer framework to create a winning productstrategy Today we are talking about creating productstrategy. Bob is the author of the book Creative Strategy Generation. I first heard of Bob when he was the president of Sequent Learning, the product management training company. Our guest is Bob Caporale.
I look at four dimensions for robust Product Organizations: Product Organizational Design ProductStrategyProduct Operations Product Culture Inside each of these are a few capabilities that are then broken down further into sub-capabilities that help me pinpoint where the issues are.
“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 productteam. This is the way we were taught to think about ProductStrategy. ProductStrategy emerges from experimentation towards a goal.
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.
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. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. Provide guidance on the product, including its market, value proposition, business goals, and key features. Treat the Team as an Equal Partner.
These guide and align the strategies of the portfolio members , as Figure 1 illustrates. Figure 1: The Product Portfolio and ProductStrategy Using Microsoft Office as an Example In Figure 1, the strategies of the individual products—Word, PowerPoint, and Excel—implement the Office strategy.
This article assumes that you are familiar with the product vision board or the key elements of a productstrategy : market, value proposition, standout features, and business goals. Solution : Successful products are not built by agreeing on the smallest common denominator or trying to please powerful stakeholders.
Second, a learning roadmap allows you to leverage your product roadmapping skills and use them to create an actionable learning plan. For example, the guidelines I have developed for the GO product roadmap template directly apply to the roadmap in figure 1. If that’s the case, then don’t feel bad.
Strategy and enabling your team to solve problems makes the difference between a boss and an impactful leader. There’s no separate ‘productstrategy’ from company strategy?—?strategy strategy needs to be cross-departmental. He asked quite innocently in front of my new team, “what’s the productstrategy?”
As their name suggests, these roadmaps focus on product goals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt. The goals state the specific value a product is likely to create and therefore communicate why it is worthwhile to progress it. Actionable.
Hence it is critical that one is aware of the best practises of the role and develops his own philosophy which results into maximum positive leverage for the organization. As I strive towards becoming a product leader, I wanted to understand the best practises in product management and in the process develop my own product philosophy. .
While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen productteams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.” 3 Stakeholder or Big Boss Dictates KPIs.
Listen to the audio version of this article: [link] The Core ProductTeamProductteams come in different shapes and sizes. But all productteams I have seen consisted of the person in charge of the product—the product manager or Scrum product owner —and developmentteam members.
The first one carries the risk of being a feature broker and offering a product that has a weak value proposition, gives rise to a poor user experience, and consists of a loose collection of features. A stakeholder is anyone who has a stake in your product, who is affected by it, or who shows an interest in the offering.
I once worked with a telco company that was developing a brand-new commercial product. Product management and development were located at separate sites in different countries. But this didn’t seem to matter much as everybody was in great spirits and had high hopes for the new product. To Collocate or Not.
I once worked with a telco company that was developing a brand-new commercial product. Product management and development were located at separate sites in different countries. But this didn’t seem to matter much as everybody was in great spirits and had high hopes for the new product. To Collocate or Not.
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