This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
Ever wondered how product leaders juggle massive mergers & acquisitions, tricky integrations, and a pressure-cooker paceall while keeping their teams fired up and focused? Meet Brian Fugere , a pro whos navigated the high-stakes terrain of M&A more times than he can count. Jumping Into M&A: Why Acquire at All?
You can gather all the user feedback or behavioral data you want or even generate tons of Google Analytics reports. Despite all these efforts, you’re probably still not acting on product analytics correctly. Kevin has almost a decade of experience working at some of the world’s most innovative software companies.
When we met, we kept talking about team performance. The emotions associated with teams creating documentation, which is a conduit to sharing knowledge, were very negative. We thought about how we could shift that to a more positive experience and cut down on pain points. It takes a long time to create documentation.
I wrote a variation of this for the various product teams at Whispir recently and then as fate would have it, a CEO I know reached out to me on LinkedIn asking the same thing?—?so with very little effort but a huge amount of diligence and thought, and you can do it in 15 minutes if you have access to all the research already.
When seeking guidance from a superior, make an effort to present your solution or describe how you are thinking of approaching the situation. Focus on empowering your reports with the context and even provide feedback on recommended phrasing so the contributor on your team can successfully influence and navigate solutions.
How product managers can get customer insights from a community to create a competitive advantage. I wanted to learn how this company creates competitive products, differentiating on cost while offering comparative capabilities that equates to much higher value for customers. The leading brand cost about $150.
In the way back time, before Agile, before OKRs and other fads, product managers wrote MRDs, or Market Requirement Documents. This was the artifact the began the process of developing a new product, or a variant of a product. There are times when the old ways really are both appropriate and better. That is the question.
Interest rates are at all time lows. are making it easier and faster for software developers to develop complex software applications atop this infrastructure. What took you months to ideate, design and develop can now be copied in days or weeks thanks to these new tools. The traditional barriers to entry are evaporating.
Many CEOs of software-enabled businesses call us with a similar concern: Are we getting the right results from our software team? We hear them explain that their current software development is expensive, deliveries are rarely on time, and random bugs appear. These are classic inflection points for a developmentteam.
It was about 12 months ago when I was challenged by our CEO to dismantle our squad and create a growth team. Not being too sure what a growth team was, we started anyway. We got access to work completed by Andrew Chen & Brian Balfour , took a few courses from the Reforge series and started developing our growth loops.
As the Director of UserExperience, our team was tightly partnered with our product management counterparts to ensure we had baked-in practices and habits that enabled all of our developmentteams to deliver an exceptional product experience effortlessly. And our success was evident in the feedback.
I love that Marty Cagan and Jeff Patton have long been advocates of dual-track development. Their efforts have helped to shape the ongoing conversation about the evolution of product discovery. If you aren’t familiar with dual-track development, it’s the separation of product discovery from product delivery. – Tweet This.
I try to help product and sales teams succeed under the mantra “Easy to Sell, Easy to Renew.” It’s a principle that aligns the interests of product, sales and customers around value, simplicity, and competitive advantage. Your teams will realign and strengthen their partnership as they see the product through each other’s eyes.
It was something that happened over time, a term I’ve coined ‘roadmap drift’. Product managers and their teams start with enthusiasm, hit the ground running, and create a solid roadmap. But as time passes, they’re hit with fire drills, ongoing discovery, reprioritization — the works. The issue wasn’t the beginning.
Teresa: For those of you that are Product Talk readers, Melissa writes our Product in Practice series where we’re sharing stories about teams doing great discovery work, so you may have seen her name there. It’s allowing each team to really find what’s going to work best for them. Let’s go ahead and dive in.
Most teams make one of the following two mistakes: They either gate releases with an A/B test trying to understand whether or not the feature had the intended impact or they test variables blindly hoping to stumble upon a better variation. We start by taking our favorite idea and we run experiments to prove that the idea will work.
Do you consider customer feedback? Should the Voice of Customer influence product development? In Frost & Sullivan’s survey research on R&D/innovation and product development priorities, 84% of the respondents declare that they employ the voice of customers (VoC) in their product development cycle.
I've long believed that the most innovative products are built by teams who innovate on the very process by which they develop those products. And in doing so, it showcased how Apple's design and development process was different from traditional Silicon Valley companies in subtle yet incredibly important ways.
Observation is an important part of mixed methods user research. When building a metadata platform, designed to power a new media business, a series of customer interviews with the content producers were conducted to understand the workflow and develop a solution more effective than the existing patchwork of tools. But it does.
For the purposes of our thought experiment here, both businesses are starting at the same time, have the same capital available, the same quality of people and the same resources (e.g. We just need to start with First Opportunity first as due to our market analysis and business modelling, this is the best one to tackle”.
You might have created the first version of your product very quickly, and, at that time, you might not have been concerned with how it looked; you just wanted it to work. You might have read a little about userexperience design and now believe adding a UX designer will be the panacea for your messy product. Not so fast.
Let’s jump in and check out the latest and greatest updates from the past few months, brought to you by ProductPlan’s product team! At the heart of these updates is our unwavering commitment to elevating your experience with ProductPlan. We’re diligently prioritizing key areas to deliver the most impactful improvements for our users.
” GTM leaders typically ascribe this situation to lack of attention, poor work ethic, or weak understanding of customers on the part of product management – i.e. personal failures best addressed by replacing or upgrading product staff. Or All other issues (and existing commitments) are temporarily forgotten. [2]
Alternative futures analysis is a structured analytic technique that helps teams predict how the future might unfold. With this knowledge in hand, teams can more effectively identify and exploit opportunities and adopt risk strategies. As you assemble your team, take special care to select a diverse group of subject matter experts.
Todd Lombardo Once upon a time, in a city like yours, two versions of a roadmap emerged. The first was a precise set of tasks, milestones, and deliverables for the diligent civil servants tasked with building — the engineers, designers, and product managers. It was ever-changing, reflecting the fluid nature of product development.
Other times, when they are challenged or stated they are rebuffed. Corporate forces deserve just as much attention and diligence as you would take to developing a Value Proposition or a Business Model. All of this takes time. He needed to run landing page experiments to test the desirability of their product.
We all treat our products with care, respect, and diligence. We agonise over decisions and strategic direction, we think deeply about product direction, we care about the experience our customers get and the impact we have on our businesses. It’s our job to make good decisions. Why do people switch jobs? Find a Mentor.
Sarah Dayan is a staff engineer at Algolia , a “Search-as-a-Service” platform that helps developers build index and search capabilities into their own platforms through an API, and the host of two tech podcasts: DeveloperExperience and Entre Devs. Then, four years ago, in 2018, she got a job at Algolia as a software engineer.
And this is why we decided to bring you a special episode about these latest developments in the world of AI, what they mean, and whether it’s time to apply it in real-life scenarios such as customer support. And around the same time, they released their most recent GPT-3.5 Fergal: Make art all the time, beautiful poetry.
But are you solving for actual customer problems? The danger, however, lies in mistaking new functionality for actually adding meaningful value to the customerexperience. Where are product teams getting their feature ideas? Why do product teams become feature factories?
Here is a story about a time where I learned the importance of asking for clarity. I hope you find this helpful: Digital product development presents incredible opportunities for us to help our customers and our colleagues. The project launched to realize his vision and his team went to work diligently.
In SaaS, the B2B marketing funnel forms the backbone of any successful product and marketing team. It attracts people (who’d otherwise be strangers) to become your customers. It helps you visualize the customer journey. Which involves attracting the attention of potential customers through content and ads.
It’s that time of year when we’re looking forward to the holidays and in a mad rush to tick off every item on our year-end to-do list. So, how do you ensure that UX gets its due in terms of investment? How do you plan to set aside a budget to enhance product performance and user satisfaction? Here we go, again.
Because scribes display more diligence and industry than printers.” Clearly things were rough, and records are lacking from the time. Around that time, while in Strassburg, he had his ‘aha’ and decided his future lay in printing. However, it’s important to remember at that time borrowing was not looked on favorably.
And so, now’s the time to start thinking about accelerating our business strategies and grabbing the opportunities it brings. That’s the advice of the Sequoia team in their last memo, “ COVID Accelerated the Future, Now Seize It ,” and for the last couple of months, that’s certainly been on the top of our minds here at Intercom.
And this requires that we understand, even to a facile level, the different goals and motivations that other people and teams in the organization might have. Some of these are going to be obvious, based on the actual stated goals of the team or in some structured form like a compensation plan for Sales teams.
Within it, there is no shortage of products and services that claim they can help you optimize the organization, productivity and efficiency of your product developmentteam’s performance. Companies are working to win the spot of “the best product management platform” in the hearts and minds of their customers.
Product leaders don’t often get many chances for hiring product team members. Additions to the product team must ramp up quickly. Stage 1: Reviewing the applications. When hiring product team members I’m also looking for adjectives and verbs that convey patience, curiosity, and a humble style. Are they team players?
Almost every week, I have a conversation with executives at B2B software companies who don’t see a bright-line distinction between software license revenue and customization/implementation revenue. Or But when I do product duediligence for SaaS-focused PE/VC firms, it's the very first thing I look at. Let’s
Whether it’s customer onboarding or just gathering information for an event, we’re often trapped in endless follow-ups and back-and-forth emails until we finally get the assets and can move on with other, more meaningful tasks. While in the early 2010s, the SaaS startup scene in France was not as developed as in the U.S.,
If you run a startup or a small- to mid-size company, you probably can’t justify hiring a full-time chief financial officer (an oft-cited benchmark for when to hire a full-time CFO is annual sales of at least $10 million, but it can be a lot higher for a low-complexity business). Interim CFO vs. Part-time CFO: What’s the difference?
There’s much uncertainty, but it’s likely that for a number of years markets will cool down, investments will dry up, customers will clamp down on spendings, and lots of people will be unemployed. A recession is a time of high volatility, uncertainty and risk. We ask you to keep calm and to follow the plans you are given diligently.
A common question for product managers, project managers, technical program managers, and software developers alike is what methodology to use given a project. Which should you and your teams decide the utilize? Whichever methodology a team operates under will heavily influence how they work and communicate with one another.
Today’s rapidly evolving tech landscape favors short feedback loops and requires roadmap flexibility to pivot and solve customers’ most pressing problems as they arise. As a result, the best product managers thrive on their ability to move quickly, minimizing time to market for feature releases.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content