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A development team does a good job if the following three conditions are fulfilled: First, the group reliably meets the agreed sprint goals and delivers product increments that offer a great userexperience and exhibit the desired software quality. This can make it challenging to help a development team improve.
Understanding customerexperience (CX) isn’t just a strategy—it’s a superpower. Customerexperience metrics illuminate the path to customer satisfaction, loyalty, and ultimately, success as an organization. Why should I track customerexperience metrics?
How product managers can design their customerexperience journey We all want to create products that customers find valuable and even delightful. How can using the customerexperience journey help you make better products? Today the customerexperience journey is more important than it ever has been.
Learn how focusing on time to value can enhance customer satisfaction and drive business success. Read more » The post Focusing on time to value over time to market: A strategy for developing successful products appeared first on Mind the Product.
Speaker: Christophe Louvion, Chief Product & Technology Officer of NRC Health and Tony Karrer, CTO at Aggregage
Christophe Louvion, Chief Product & Technology Officer of NRC Health, is here to take us through how he guided his company's recent experience of getting from concept to launch and sales of products within 90 days. Stakeholder Engagement 👥 Learn strategies to secure buy-in from sales, marketing, and executives.
Whenever I introduce the topic of customer interviews (the foundational element of continuous discovery ), I get a lot of questions about who counts as a customer. Tweet This Ask Teresa: Who counts as a customer? Customers can vary depending on your company and product. Tweet This Let’s look at a few common scenarios.
Tips for creating customer use cases – for product managers Today we are talking about how to create and use customer use cases to guide product design. Summary of some concepts discussed for product managers [6:35] What is a customer use case? 8:36] How do we create a customer use case?
Chris brings years of experience in product innovation and management, and he’s here to share his thoughts on driving innovation and keeping businesses growing for the long haul. Chris shares his experience of keeping a strong culture, and even improving it, as his company grew.
Injecting the theme park industry’s experience model into product development This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world.
Speaker: Dan Jenkins - Human Factors & Research Lead – DCA Design International
It is a philosophy that encourages us to consider how size, shape, age, gender, sexuality, ethnicity, education levels, income, spoken languages, culture and customs, and even diets shape the way we interact with the world. Use Product Management Today’s webinars to earn professional development hours!
He has over 35 years of experience in the Medical Industry, has launched over 40 products, and has 17 patents under his belt. Summary of some concepts discussed for product managers [2:17] How did you get your start in developing medical products? I started through my experience as a respiratory therapist. I love this car.”
We spot important ideas, uncover customer needs, turn concepts into products or features, and work to increase market share. Introduction: The Role of Product Managers in Innovation As product managers, we’re at the forefront of innovation in our companies. But there’s more to innovation than just creating new products.
I’ve spoken to several customers, and they have all confirmed that it is absolutely crucial.” You know, though, that it is impossible to add the feature to the developmenteffort. The development team is struggling to implement the agreed features, and, as you know, we can’t push out the date.”
It’s true that discovery takes time. Interviewing customers , building opportunity solution trees , running assumption tests —these are all activities that take your attention away from delivery. Tweet This Still, in our Product Talk courses and webinars, we often hear the complaint that teams don’t have time for discovery.
A sustainable business model contains a system of interrelated choices made not once but over time. We’ll explore how to shift from ambiguous descriptions of value to economic modeling of customer benefits to identify value exchange choices that enable a profitable pricing model.
Customer Advisory Boards (CABs) are still the best bang for the buck when it comes to “customer discovery,” not to be confused with user or product discovery! Over the years, I’ve had the privilege of facilitating numerous customer advisory boards for my clients. More on that later.
These three areas are within my development team, with other stakeholders within the business and thirdly, and within the market. Development Team: Setting the rules and boundaries of communication . One of the first areas my mentor Brad and I discussed was how to get the most out of your development team.
A custom ChatGPT model that helps accelerate product innovation Watch on YouTube TLDR In this episode, I interview Mike Hyzy, Senior Principal Consultant at Daugherty Business Solutions. He emphasized a fundamental shift in how we should approach product development.
Ruthless prioritization translates to product teams spending time building the right thing at the right time. The objective is to receive feedback and prioritize it internally against (1) company objectives (2)customer pains/experience (3) Quarterly Product OKRs and ship out solutions. . And per customer?
Speaker: Liz Love, Chief Commercial Officer at ProdPad
As product managers, we all seem to experience similar pain points in our day to day lives. We all struggle with stakeholder conflict, constant feature requests, failed launches, unexpected outcomes, unhappy users, and complexity. In this session, you will learn: The reasons behind product management pain points.
The foundation of continuous discovery is weekly touchpoints with customers. It sounds simple, but what happens if your product is so new that you don’t have any customers yet? What do you do about discovery if your product is so new that you don’t have any customers yet?
This approach focuses on understanding customer needs, generating quality ideas, and turning those ideas into real value. It’s what helps create products that customers love and keeps companies successful in the long run. Staying Close to Customers A big part of successful innovation is keeping a close connection with customers.
It’s an organizational issue—moving quickly to beat competitors and keep up with changing customer preferences. When companies take the time to design products that match what the customer needs, profits soar, customer satisfaction (and retention) soars, and employee satisfaction gets a nice uptick too.
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. .
So you’ve heard the news, your existing customers are your best source of new customers. But how do you go about formalizing a process that proves your customers are important to you and achieves reliable business outcomes? By following a step-by-step process that uses your community to develop a customer advocacy program.
How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. Why study the 19 key activities of software product managers?
While Eva Spexard s work doesnt fit into the typical product mold, shes found ways of applying a continuous discovery mindset, including conducting customer interviews , building opportunity solution trees , and making iterative improvements over time. We think of People Experience as a subscription product, explains Eva.
This can be reassuring for customers and stakeholders. This makes the roadmap harder to understand, and it increases the effort to keep it up to date. It will also limit your ability to experiment and learn, to run sprints and discover the best way to address the user and customer needs and create value for the business.
As described above it is worth investing time and effort to understand for each new project who has a stake and whom to manage closely or others to just to keep informed. Secondly, when should you spend time to identify stakeholders ? As different stakeholders have different priorities and expectations for the product.
Feature flags offer great value to developers, but they can benefit product teams equally as much. Product teams can use feature flags to continuously deliver a higher-quality product to their end users, all while saving time and speeding up development cycles.
At JCDecaux, I led the development of an information kiosk for airport passengers. The kiosks help thousands of customers by providing valuable information and generate a significant portion of the revenue for the company. The wondrous product was used by less than five percent of our entire user base. No one liked the product.
Introduction to customer satisfaction surveys Customer satisfaction surveys are vital tools for understanding what customers think, feel, and experience. This information empowers teams across your company to make informed decisions based on customerexperiences and perceptions. Don’t worry, we’ve got you.
Mastering the art of customer conversations – for product managers As a product person, you know or at least have heard how important it is to talk with customers. Also, if you are not a complete newb, you also know you can’t simply ask the customer what they want. 6:09] How do we ask customers the right questions?
I view it as an entity that creates tangible value for users and possibly customers as well as the business. Once you’ve identified and selected a specific product, you can take the next step and determine the people who are required to create or progress it and generate the desired user and business benefits.
Speaker: Rebecca Notté, Product Operations Manager and Hannah Chaplin, Director of Product Marketing at Pendo
It can be a real challenge to collect, manage, and understand feedback from customers. And how can you bring the voice of the customer into projects you're already working on? Taking a proactive approach when collecting customer feedback will answer all these questions and ensure that you are building the best product.
It achieves this by stating the product’s target users and customers, the value proposition, the business goals it should meet, and its standout features. But this only works if the product and market are stable and experience little change. For digital products, this is hardly ever the case in my experience.
Why not just use the team to generate ideas, pick the best ones yourself and deliver the spec to the team to develop it? Well for one if your developers don’t agree with the direction they may simply refuse to make it. This is crucial to give your team time to think about ideas beforehand.
But the value a product creates is ultimately determined by its users: No product will be successful in the long run if it does not solve a specific user problem, create a tangible benefit, or help the users achieve a specific goal. Stakeholders can be powerful and influential individuals.
Listen to the audio version of this article: [link] 1 Complement Scrum with a Product Discovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. How can you capture the right user stories , for instance, if you are unsure who the users are and why they want to use the product?
Speaker: Jamie Bernard, Sr. Product Director and Product Management Practice Lead at Nexient, an NTT Data Company
The act of onboarding the customer – and putting the customer first during this onboarding – seems like a no-brainer thing to get right, but so many get it wrong. If you can simplify your onboarding process and show your product's value from the beginning, you can lower customer churn and increase the usability of your product.
Drew explains how, early in his career, he spent too much time making assumptions and building features before validating them with users. He reflects on how getting feedback early can prevent costly mistakes and save precious time and resources, especially for startups with limited runway.
But when we use generative AI to replace customer interviews , to generate opportunity solution trees , or to do our thinking for us, we fundamentally misunderstand the purpose of discovery. Tweet This So I want to take some time to review why we do discovery. Tweet This So I want to take some time to review why we do discovery.
By using the LAUNCH framework, companies can improve how they bring products to market, reduce launch failures, and make their product launch processes better over time. The LAUNCH framework, developed by James Whitman, helps organizations bring new products to market more effectively.
In order to make your great idea come to life, you eventually have to prioritize development tasks by collaborating with target customers, stakeholders and other team members. In this post, we’ll introduce outcome-based product backlogs and how to develop one so you can consistently deliver winning products.
Speaker: Jon Harmer, Product Manager for Google Cloud
Move from feature factory to customer outcomes and drive impact in your business! This session will provide you with a comprehensive set of tools to help you develop impactful products by shifting from output-based thinking to outcome-based thinking.
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