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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.
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.
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.
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.
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.
2 Unique value proposition should be the major criterion for making decisions Roger Cauvin, founder at Dadnab Productstrategy should drive all product decisions. 2 Unique value proposition should be the major criterion for making decisions Roger Cauvin, founder at Dadnab Productstrategy should drive all product decisions.
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.
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.
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.
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.
.” 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.”
With this approach, the roadmap is not dictated from a central authority. It is created in a distributed fashion and evolves organically as teams work independently to execute on the part of the strategy over which they have authority. 25% pointed to efforts to avoid information and communication silos.
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.
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. .
Break these goals down into smaller, actionable milestones, similar to setting quarterly objectives for a product. She’s also held leadership roles at PayPal and eBay, serves on the board of Intuit, and is the author of Take Back Your Power.
Many CEOs tell me that they (personally) are the best-informed people within their companies about what customers need , and they (personally) are best positioned to drive decisions on product priorities. A not-yet-generating-repeatable-revenue company of 6 people might have one architect/CTO, one designer, three other developers, and a CEO.
Yet behind the scenes, things are often much different… as nearly 1,000 product professionals in a single survey have indicated. Far too often, productstrategy remains undefined. Executive endorsement and backing are critical,” says a Product Manager working for a Medical Device Manufacturer with 1000+ employees.
As CTO at Primephonic , the Amsterdam-based music streaming service sometimes called “the Spotify of classical music,” Henrique Boregio has channeled this approach into his company’s productroadmap, focusing his team and resources on building differentiated features for the niche market segment.
As CTO at Primephonic , the Amsterdam-based music streaming service sometimes called “the Spotify of classical music,” Henrique Boregio has channeled this approach into his company’s productroadmap, focusing his team and resources on building differentiated features for the niche market segment.
There’s a common misconception in the product space that agile and planning don’t go hand-in-hand. As a co-founder of a roadmapping platform, I think you know where I stand on this idea (hint: it’s not true), but don’t just take my word for it; read this post too. The best advice we heard at First Round’s CTO unconference.
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.
9 Dear ProductRoadmap, I’m Breaking Up with You. Heath Umbach is VP New Relationships at Fresh Tilled Soil , a product and experience design firm that works with category leaders. He discusses the top roadmap challenges according to product managers and then helps you understand what you can do to overcome them. #10
A few years ago I used to work very closely with a CTO on building a SaaS product. Every time he started explaining tech strategy or tech concepts, I interrupted him with new questions. A human being has an average of 500 thoughts per minute. But when getting down to doing it, they need to trust their team.
The ChiefProductOfficer (CPO) or Vice President of Product Management (VP of Product) roles are more common in larger organisations, and usually report directly to the CEO. Sometimes, the CPO or VP of Product also plays the role of CTO, overseeing Engineering , in addition to product and design.
We’d all transitioned to working from home instead of being in the office and figuring that out. Ellen: It was me as part of the executive team, so head of marketing and sales, and customer success, and whoever else was part of our executive team, so CTO, CEO, etc. Productstrategy board. Where did it go from there?
Roadmapping has become a political problem. Over the last decade, there has been advancements in the product world where the CEO is no longer the only one who calls the shots; now, there is a Product Leadership Team (PLT) who is supposed to work collaboratively with the product manager on defining the next set of features of a product.
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.
This model uses the product as the primary vehicle to drive end-to-end value realization, build consumption-based pricing, prioritize the productroadmap to optimize customer outcomes, and unlock organic expansion using self-serve provisioning. . ChiefTechnologyOfficer of PX, Gainsight. Mickey Alon.
Their day to day might run perfectly and production outputs very high. Yet their paths, strategy, roadmap prioritization were not well decided, if set at all. So who is better managed, your CTO (managed by you) or yourself (being managed by the board)? I argue otherwise. Who’s your boss?
They assist other product managers on their team gather customer feedback along with other relevant product data. Using this data, APMs can help influence the product development roadmap, if need be. Together, they collaborate to drive development goals and actualize the product vision.
The right mentoring and coaching support facilitates a startup’s transformation and enables roadmap planning and execution, without straying from the ultimate vision and goal. Much like a head coach in professional sports, the product manager is the leader of the team. Are you a product manager? In fact, 83.9% Startup founder?
At this level, let’s say that it is those pillars that exist between engineering, product, strategy, and finance. We’re talking about the CTO, the CIO, someone in technology needs to be behind it, the CFO. That’s where that yearly plan becomes healthy and turns into a roadmap.
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.
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? And that’s proprietary information.
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? Sometimes people will talk about competitors and people are like, “Oh I wonder what’s on their roadmap.”
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