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Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments.
From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. If you arent invited to the diligence party, rattle some cages: Arm Corp Dev: Provide them a short list of mission-critical data you must have before closing.
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.
You should therefore focus on continuous strategizing : Spend a few hours per week to review the product performance using the appropriate KPIs , carry out competitor research, discover relevant trends , and hold quarterly strategy workshops to look at bigger development and adjust the product strategy.
Having worked on a number of large technology programmes involving the selection and management of strategic suppliers, I wanted to share my perspectives from the ‘buy side’ on how to build effective partnerships. Establish a regular cadence to review supplier service and performance metrics?—?this
1] Figure 1: A Product Strategy System You can use the model in Figure 1 to review and improve your current product strategy approach. A great way to discover an effective product strategy is to capture your initial ideas, using a tool like my Product Vision Board , and then systematically correct and refine them.
While you can watch the full hour-long interview here , this post breaks down four of the key lessons we learned from Jessi Alva, Director, Technical Product Management at SAP Concur. About Jessi: Jessi is a director, technical product manager, SAP Concur. “You really need to be technical. WATCH THE FULL INTERVIEW HERE.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
The Future of AI in Product Development: Team Collaboration In our discussion, Mike shares an exciting vision of how AI will transform team collaboration in product development. Passionate about democratizing advanced technology, Mike advocates for enabling innovation without requiring deep technical expertise.
He is convinced that product is the single most important success driver for tech companies, which is why he founded Prodify to share what he learned from being an advisor to over 50 tech companies to realize their full potential. Ben has led successful technology products for the last 25 years. He It provided a lot of clarity.
I like to think of the product strategy as a high-level plan that helps you realise your vision and that answers the following four questions: Who is the product for? To capture the product strategy, you can use my product vision board. You can download the product vision board from my website and by clicking on the image below.
It’s vision. Hope Gurion: In that scenario, I’m going to presume that that is not a product tech design functional leader, that that might be somebody operating in another part of the company with strategic context. You can call it whatever you want—product reviews. It’s all around strategic context.
In my company, we review a living document with our management chain on a quarterly basis to align business direction for the short-term (immediate one to two quarters) to the long-term (two to five years). No formal stakeholder review as this is meant to be the first version that will undergo many iterations and refinements.
Additionally, you should review AI-generated answers rather than blindly trusting a tool, even if the results sound very convincing. Or do you use extended, fully empowered product teams that own the strategies of their products Second, has your current strategy been captured and made visible using a tool like my Product Vision Board ?
Basecamp exemplifies this approach by openly encouraging debate and dissent to refine their vision. Every meeting becomes a performance review rather than a space for creative problem-solving. Stay tuned to find out how to take control of your products vision and strategy. OKRs should serve the strategy, not dictate it.
In the next five years, around 48% are interested in employing AR and other metaverse technology to shop. With the advancement of technology, we are beginning to realize the promise of augmented reality apps. At this moment, we can only imagine what this technology will look like once we’ve maximized its potential. Check it out.
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. Product strategy sits in between the mission and vision and the plan, either at the company level or at the team level.
What architecture patterns and technologies may be used? In order to answer the questions above, you may want to use techniques such as direct observation, user interviews, prototyping, creating a strategy canvas or E-R-R-C grid , and you may capture some of them using a tool like my product vision board. How can the product be built?
It’s a job that requires influence without authority, empathy without favoritism, and vision without control. PMs are not mere “task managers”; they are the custodians of a product’s vision. Far from being a reign, it’s a balancing act, often under pressure and scrutiny from every direction.
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. 3 Tell a Coherent Story.
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
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 is therefore worthwhile to measure the code quality and minimise technical debt.
Photo by Gabriel Tovar on Unsplash So many aspects in our lives are based on other people’s visions coming true. Going through history, visions which became reality changed our lives dramatically, and as technology progresses, this becomes more and more true. but, what’s next? and a crucial one for us product people.
As the first and most senior PM, I recognized the need to clarify vision, formalize processes, and set a proactive agenda moving forward. They need to shift their focus to leveraging teams to execute their vision and it is up to you to help with this transition. Start at the Top. In most companies, this process is ongoing.
However, as technology continued to change and the pace of change grew, there was a recognition that a more formalized approach was needed. The second application in 2024 included an on-site review process, allowing the PDMA team to experience DFW’s innovation initiatives firsthand through presentations and an airport tour.
A handy tool to formulate the strategy is my Product Vision Board, shown in Figure 2. Apply the checklist I have created for the Product Vision Board to ensure that your strategy is detailed enough. Should you stick with your strategy, significantly modify it, or no longer pursue your overarching vision?
Consequently, a platform should have its own product strategy and roadmap , KPIs , product backlog , and well-designed software architecture that leverages the right technologies. Ensure that the Platform is User-Led, Not Technology-Driven. Treat the Platform as a Product.
Organizations are trying to figure out how to use these technologies effectively while keeping employees productive and motivated. Uncertainty and Ambiguity in Adoption Integrating generative AI into existing work processes isn’t always straightforward.
Hold Regular Product Strategy Reviews. But as the strategy will change, I recommend that you review and adjust it at least once per quarter—as a rule of thumb. Make sure that you block the necessary time for product strategy reviews in your calendar. Use Collaborative Workshops to Review and Adapt the Strategy.
I review strategies and roadmaps. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. Other Times, it's due to a lack of skill set in product leaders. Lots of data goes into pinpointing.
We’re pushing the boundaries of computer vision and machine learning. Training a computer vision model is very hard and usually requires an AI research team, but we wanted to make that problem accessible to anyone. Wyze’s tagline is to make great technology accessible. They felt like they were already part of Wyze.
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? However, I don’t necessarily agree with the idea that its user feedback “versus” the founder’s vision.
Here are key criteria to consider: Strategic fit with company objectives Sales potential and market size Competitive landscape User experience and customer value Technical feasibility and complexity Financial metrics (e.g., Let’s break down these approaches and look at their pros and cons.
From new UX-related technologies and automation to personalization. Its influence is growing across three key areas: innovative technologies, automation of design tasks, and personalized user experiences. Together, these technologies are transforming how UX design approaches personalization, accessibility, and user interaction.
AI technology is commonly used in phones, computers, and wearable devices. There are many exciting developments in the technology field. The demand for high-tech wearables is increasing; as a result, there is a huge interest in smart contact lenses over the years. It needs machine learning and components of AI to work.
Canvas of Innovation In my explorations through the bustling innovation hubs in Tel Aviv and other nerve centers of technological advancement, I marveled at the exceptional ideas metamorphosing into tangible products that shape our future, one innovation at a time. However, their narratives often remain eclipsed in the grander narrative.
Without a strong and consistent digital brand, financial institutions risk being overshadowed by nimble Fintech startups or tech giants like Apple and Google that excel in user experience. Platforms evolve, user preferences shift, and new technologies emerge. Customers today expect more than just transactional efficiency.
The importance of measuring the small outcomes associated with their product goals or visions is the key to churn expected benefits throughout the product life cycle. In summary, this framework gives an opportunity to discover, experiment, build, measure, learn and sell the product for outcomes aligned with the product vision.
PMs are often celebrated for their vision, decisiveness, and ability to ship. 1-on-1 Support spanning personalized mentorship and resume reviews (available at higher tiers). But what if the real differentiator isnt having the answers… its knowing what to ask? Exclusive deep dives like this one on strategic influence.
Instead, I review the lessons learned from myself and my team that created and launched the summit. 6:41] Vision: Anytime we’re thinking about a product, vision is a very important aspect of planning to get the team on the same page. 14:24] Other decisions we were happy with: Pre-recorded sessions—technology worked.
It’s important that they have the right skills to spot and evaluate design and technology opportunities and to develop a rough understanding of the likely effort required to implement product decisions. The vision describes the ultimate purpose for creating the product and the positive change it should bring about.
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
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