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Her first professional role was with a retail industry consulting company, where she started as a part-time employee during college. As VP of Operations, Kim worked with third-party engineering consultants to improve the platform’s ROI and customer outcomes.
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. Amanda Ralph Product Management Consultant.
Taking charge of a product management team can feel like juggling flaming torchesthrilling, but also risky if you dont have the right game plan. Why the First 90 Days Matter When you lead a new product team, your opening move sets the tone. Q : My CEO micromanages our roadmap weekly. The principle stays the same. Do I push back?
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
so my investor said that I need a product manager to do our productroadmap?”. When I worked as a product management consultant clients would often talk about “needing a productroadmap ASAP”. In reality, asking for a productroadmap was shorthand for “please help me with my strategy”.
Jenna Gaudio is the Vice President of Product Management at Vydia, the award-winning tech company empowering content creators and their teams. In this role, Gaudio drives the strategy behind roadmap management, agile product development, and cross-functional communication. The Best ProductConsultant.
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 productroadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
When creating your roadmap, you need to consider what’s important to the company (not just to the product) and what is the best way to make progress across these multiple needs. These are the exact questions you need to ask when creating your roadmap. In startups, it is actually the company roadmap.
A solid productstrategy takes time to build. Here is the method I use for creating a productstrategy that makes sense. When I talk to the startups I consult to , or with the CPO Bootcamp participants, I always say that building a solid productstrategy isn’t like solving a math equation.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
What Is ProductStrategy Exactly? And Why It Matters Productstrategy is a creative act, to “do something new,” approaching an opportunity from a different angle. — Self So what exactly is productstrategy? Why is it important if I have a solid product management team?” I snapped out of la la land.
The Product Experience is hosted by Lily Smith and Randy Silver. Lily enjoys working as a consultantproduct manager with early-stage and growing startups and as a mentor to other product managers. He’s held Head of Product roles at HSBC and Sainsbury’s, where he also directed their 100+-person product community.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
That leads to large and unchangeable roadmaps and a lot of emphasis on predictability. I see strategy necessary at these management levels: Organizational strategy, to define the value the organization offers to the employees, customers, and other stakeholders. Division 1 and Division require different productstrategies.
Crafting a winning productstrategy is crucial for SaaS success, and finding the right productstrategy example can provide all the inspiration you need. This article provides concrete examples of different productstrategies employed by SaaS companies. Book a demo to learn more.
We asked some of the industry experts about how do they merge both the aspects and finalize the features of the product. Get in touch with us here for a free consultation on your project. We also asked them if there is a particular way the product iteration process should look like. But then when do you move on?
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
Jeff helps organizations and executives build the cultures that build better products. He works as a coach, consultant, and keynote speaker helping companies bridge the gaps between business agility, digital transformation, product management, and human-centred design. Todd Lombardo, Head of Product & Experience.
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. Itamar has over 20 years of product management experience working with industry leaders such as Google and Microsoft. He’s now a consultant, speaker and writer. Three Types of Launch.
Expanding on a recent post ( Revenue Goals are Not Company Strategies ), I’ve been seeing lots of maker teams (product, engineering, design) struggling to form productstrategies without a company strategy to hang them on. Product management malpractice.
In Part 1 , I said that customers need a different kind of roadmap than teams do. But, depending on where your product is in the market, your customers might want or need different information. One thing to remember: you might not need a customer-facing roadmap at all if you release often enough. Let's start there.
Usable – you can’t build features with no cohesive vision that need layers of solution consultants to walk every new customer through them. Sustainable – the footprint of the product can’t grow exponentially to accommodate every new feature request, which jeopardizes all of the above. . Solving customer problems.
Thankfully, the company I worked for hired consultants to assist. Closing the strategy to execution gap between the company’s objectives, product development, and delivery. This project let me see firsthand how a company’s strategy turns into what product teams execute and how one company objective led to multiple team goals.
Employees who have been with the company for a long time may find it difficult to adapt to new directions, especially if they’ve been successful with the original product. Physical Separation of New Product Teams This approach can help reduce interference from existing product teams and foster a unique culture.
Before founding Under10, his product management consulting company, he was a Pragmatic Marketing lead instructor for more than 15 years. Summary of some concepts discussed for product managers. [2:34] 2:34] How did you approach your research on the roles and responsibilities of product managers?
An IoT Technology stack and framework for product managers. More and more product managers and innovators are bumping into IoT, the Internet of Things, as part of their current or future productroadmaps. I’m seeing a convergence of product forms. An IoT Technology stack and framework for product managers.
Moving away from roadmaps. The Product Experience is hosted by Lily Smith and Randy Silver. Lily enjoys working as a consultantproduct manager with early-stage and growing startups and as a mentor to other product managers. Listen to learn more about: * Making predictions. Using data sensibly.
Many startups with an ordinary product make the way to growth and scalability whereas others with great products fail to survive. Both product and productstrategy should fall in place to make the startup sustainable and help them to grow. This strategic roadmap basically keeps high-level business outcomes.
In Part 1 , I said that productroadmaps are not like car roadmaps. But even car roadmaps showed places of interest—options—for the driver and passengers. Too often, I see very predictable roadmaps for managers. Predictability vs. Option Discussion for Roadmaps. They can deliver to the plan.
Companies had to shift their productstrategy. They had to shift their productstrategy. Thus, she began delegating her consulting-focused client interactions to the rest of the team. “My It was a clear decision to say hey, during this time, I won’t be a consultant. Investing in the Roadmap.
Do regular research, attend trade shows and conferences, and consult journals, magazines, and user forums, for example. You may want to combine reviewing the market development together with the product performance in form of regular strategy and roadmap review meetings (as I discuss in more detail in my book Strategize ).
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
While the Amazon Echo Show is an impressive addition to the repertoire of voice and video monitoring systems in this growing market, it’s not the product features that are drawing attention. Rather, it is Amazon’s smart home productstrategy. Have an integration strategy. Effective Smart Home Product Delivery.
You should therefore help the team acquire the relevant market and domain knowledge—for instance, by involving the team in research and validation work, inviting them to join you when you visit customers— and ensure that they are aware of the productstrategy and productroadmap as well as the business goals and KPIs.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
He grows revenue and adoption, and ensures product by turning business problems into profitable, simple, easy-to-use solutions Jordan works closely with his market, executives, and internal subject matter experts to develop roadmaps, and communicate these roadmaps internally and with clients.
With 72% of executives experiencing competitive pressure to transform , according to Capgemini Consulting, there is huge interest in how to accomplish such wide-ranging change. The Benefits of Product Management. The pressure to take on a digital transformation is both internal and external. Firstly, there are competitive pressures.
She’s since written two great articles on the subject (Tools to Help Product Managers Think Strategically and Commercially Part 1 and Part 2 ), and she joins us on the podcast to dive further into the topic. In this episode, sponsored by Amplitude , listen to learn about: * The State of Product presentation. Quote of the Episode.
Joe Leech, ProductStrategyConsultant. Joe Leech is a ProductStrategy and UX consultant with 14 years experience helping companies and startups with product design, building the right stuff in the right order, and applying psychology in design and user experience. Get your workshop tickets.
You can start upping your engagement game with: A Customer Advisory Board A customer advisory board is an especially good idea for B2B product companies. These customers are then consulted, with the intent to validate the productstrategy and long-term roadmap.
Product management teams often ask themselves if third-party integration is right for their software productroadmap. The thinking is that you should integrate with products such as Salesforce and Slack, because you never would want to try to build those sorts of products by yourselves. Janna Bastow.
Product Manager’s Control of Employee Expectations. As a product manager, implementing an effective productstrategy should remain a priority. In addition, product managers—who understand the metrics used to define and gauge success —can identify the gaps themselves and add value where they see opportunity.
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