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“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. This didn’t sit well with the CTO because in reality he didn’t want a strategy, he wanted a plan. He was on edge.
“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. He was on edge. We had been experimenting towards a very concrete goal for two months, and had made a lot of progress. We […].
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. Krishna Madhuvarsu Director of ProductStrategy, Oracle Inc.
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.
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.
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. 1] While I hope that this makes sense to you, I find that in practice, the different strategies are sometimes confused.
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.
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.
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.
Before the Cloud, software had to be sold into a central decision maker – a CIO or CTO – and then rolled out across the company’s desktop-user base. The CIO or CTO may not be the budget holder, but they may control the purchasing decision. Therefore, you need to address these concerns in your product.
2 Unique value proposition should be the major criterion for making decisions Roger Cauvin, founder at Dadnab Productstrategy should drive all product decisions. Feedback from users and prospective customers is useful to: Understand whether the product or a feature is, in fact, delivering the unique value proposition.
Brought to you by: • WorkOS —The modern API for auth & user identity • Eppo —Run reliable, impactful experiments • OneSchema —Import CSV data 10x faster — Ray (Jiayi) Cao is the global head of productstrategy and operations for monetization product at TikTok.
This can be equivalent in rank to a Senior Product Manager through to a VP Product, but the difference is they are not managing other product managers at all – they are simply exceptional product managers who want to stay hands-on and leave people management to others. One Size Does Not Fit All.
For company leadership too, encouraging product managers to operate strategically can feel like a way to optimize both accountability and empowerment for an often-ambiguous role. But the actual work of productstrategy is neither straightforward nor glamorous, and often leaves ample room for misaligned expectations.
Today’s episode is with Adrian McDermott, CTO of Zendesk. Since then, he’s led product management and engineering teams as the company has gone public and scaled to over 5000 employees. Adrian walks us through the origin stories of several Zendesk products, from the wins to the lessons learned.
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.
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.
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.
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.
Other Product Managers focus more on design work. The true role of product management is to focus on managing and aligning the productstrategy with the company direction. We might not have clear metrics like sales quotas or financial statements, but our work in aligning teams and driving productstrategies is crucial.
These goals will be clearly defined in a product vision statement, which should make sure your team “gets excited about building the product” Developing a productstrategy. A productstrategy outlines how a company will turn a concept into a sustainable and profitable product. Innovation.
If you don’t deal with the strategic aspects of the product definition, my advice would be to start ASAP. One way to do so is as part of the CPO Bootcamp , where the participants learn the deep aspects of productstrategy and get explicit guidance on building it for their own products. and crosses all domains.
In the domain of Product Research and Development (R&D) , generative AI acts as a catalyst for innovation, significantly accelerating the ideation and creation phases of product development. cto , infotech , innovation , product , project , saas
Lessons from Atlassian | Megan Cook (head of product, Jira) – In this conversation, Megan and Lenny dive into how Atlassian launches new product lines and stays ahead of the competition. A strong product culture is built on a deep understanding of customers and solving their problems.
Build empowered product teams by filling four key roles: a genuine product manager, a real product designer, a legitimate tech lead, and an authentic product leader. Seek individuals with deep expertise, coaching abilities, and a contribution to comprehensive productstrategy.
At the time, he says the company’s co-founder and CTO personally reviewed almost every product decision. As Lynch recalls, the CTO was busy, but the review process seemed to work well while the team was still small. However, as the team grew, it became difficult for anyone to get time with the CTO.
.” I believe that the same definition can easily be applied to product ops. You could, therefore, define product ops as follows: “Product ops builds a foundation for excellence by reinforcing productstrategy with metrics, infrastructure, business processes, best practices, budgeting, and reporting.”
If you don’t have a Head of Product you may suffer from: narrow focus on engineer/development productivity; underpowered product management teams; customer benefits misaligned with actual features; and lack of a realistic productstrategy. But it’s hard to hire a Head of Product.
How World-Class Product Teams Are Winning in the AI Era In his eye-opening session , Carlos explores how top-tier product teams from various industries are mastering digital transformations and leveraging AI for success. Importance of clear productstrategy in the age of AI. The evolving role of product teams.
Product Manager : In charge of creating productstrategy and overseeing the design process, among other things. UX Designer: Responsible for understanding the unique needs and requirements of SaaS users and designing the user interface and experience of SaaS products. Come up with product and new feature ideas.
Will Larson , CTO of Calm. Des Traynor , Co-founder and CTO of Intercom. Paul Adams , SVP of Product at Intercom. Productboard founder and CEO Hubert Palan on mastering productstrategy. Far too many businesses rely on early-on hunches to inform their productstrategies.
That maps to titles like Director of Product Management, Group Product Manager, VP of Products, or ChiefProductOfficer. There may also be some designers or a few developers reporting into such roles, but I’m focused away from CTO and VP Engineering roles where the majority of staff are developers. .
Photo by Pedro Figueras from Pexels As the importance of product management for business success becomes clearer, many startups give one of the founders the product leadership role. It can be a full-blown CPO responsibility or a CTO who runs both product and technology.
Three of the top four responses to the question “What is your biggest product management challenge?” relate to the challenge of leadership: Getting cross-functional alignment on product direction Communicating productstrategy Working with other departments The takeaway Leadership is hard.
Neil recently sat down for an AMA session and spoke on a wide range of topics, from productstrategy and process pipelines to team composition and building a great career, among many other things. How do you define your productstrategy? It’s just you need to really want it and just go all in.
This idea of “not now” is really powerful because saying no is critical to any kind of productstrategy and product execution. You’ll find everyone from HubSpot CEO Yamini Rangan to Calm CTO Will Larson. If you have a column that says “no,” that’s pretty hard for people to be comfortable with.
Distilling knowledge from multiple disciplines, this AMA session from Rahilly helps turn amorphous concepts in product management into a tangible guide. How do you define your productstrategy? It’s just you need to really want it and just go all in. So I would look for that and then look for people you can learn from.
This means, that in addition to engineering and development, you should factor cost into your digital productstrategy as well. Concerns about using AI in product development According to Forbes, 65% of customers say that they trust businesses that use AI, but the majority still have concerns about how it is being used.
Rahul Vohra, SuperHuman: The product market fit engine How to drive productstrategy and growth by understanding who your most profitable customers are and what they value. April Dunford: Positioning for growth – How to make complex products obviously awesome Everyone thinks they know what positioning is.
Anyone in product for a few years quickly notices no fixed definition of product management from one company to another. Some view Product as an equal peer to Marketing, Sales, and Engineering, while others tuck it away under a VP of Product Marketing or a CTO.
I learned about company values from Jeffrey, the chief architect; the company’s mission from Spenser, the CEO; productstrategy with Justin, the VP of product; and engineering architecture with Curtis, the CTO. Throughout the first week, I had sessions with the leader of each department.
This interview with Ogi Kavazovic , CMO and SVP ProductStrategy at Flatiron Health, outlines a tactical perspective for balancing these seemingly counterintuitive concepts. The best advice we heard at First Round’s CTO unconference. The agony and ecstasy of building with data. Author: Julie Zhou. Author: Simon Sinek.
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