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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. Instead of focusing solely on today’s customer problems, product teams need to look 2-5 years into the future.
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?
Have you ever had to talk a difficult customer down from the ledge? For product managers, it’s even more important because we intersect with different people in different scenarios every day with the ultimate goal of aligning the product to the customer and the business. . The framework. Or work with a difficult person, period?
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.
Speaker: Michael Veatch, Senior Director, Implementations & Ella Aguirre, Director of Solution Consulting
Embedding payments can be a transformative step for software companies looking to enhance their platform capabilities, boost customer satisfaction, and drive long-term growth. However, the success of payments hinges on a single thing: implementation.
Aligning on three things before diving into a solution can help ensure teams spend the right amount of time and energy solving every problem. What outcome does the customer want? . A well-crafted problem statement ensures the team shares an understanding of the core problem your customers are facing. Why do they want it? .
Whether you’re just starting with OKRs or looking to improve your existing implementation, this comprehensive guide will help you create an effective OKR framework that drives real results. Ben has more OKR coaching experience than anyone. With us is a true OKR expert, Ben Lamorte.
And it’s the quality of those decisions – and the speed at which you can make them – that will dictate how fast you can bring value to customers and realize positive impact for your business. We’ve recently unveiled a new “product decision framework” at Intercom, which will help us continue to scale along with our ambitions.
Customer feedback is overwhelming , making it hard to separate signal from noise. Strategies for Maintaining Product Vision Without Losing Adaptability Use a structured prioritization framework (e.g., Communicate trade-offs clearly by tying product decisions to business objectives and user outcomes.
Speaker: Bruce McCarthy, Co-Author of Product Roadmaps Relaunched and Founder of Product Culture
There are various frameworks and tools that are designed to help product management teams understand what to build, but somehow teams are still shipping products that don’t gain traction. Many times, when companies are building their product roadmaps, they are not properly accounting for customer validation.
Through his experience running Eureka! genuinely innovative product might require: Changes to the supply chain Different manufacturing equipment New customer service processes Alternative sales channels Modified operational procedures When these departmental challenges arise, organizations typically respond by compromising the original idea.
Companies find something that works and gives them a competitive advantage and then tend to stick with it, limiting meaningful innovation over time. Unlike traditional employees who often work within established frameworks, serial innovators approach challenges with a fundamentally different mindset.
How product managers can understand their customers better than anyone else. If you have listened to me before, there is a good chance you’ve heard me say we need to fall in love with the customer’s problem, not our solution. Getting enamored with our solution can distract us from the customerexperience.
Transforming userexperience in cars-as-a-service industry through Strategic AI/ML Integrationa UX casestudy. Overview This case study focuses on integrating AI/ML to improve userexperience in the car-as-a-service automobile marketplace. Car Preferences: Customers range from highly specific to completely flexible.
Speaker: Ramli John, Managing Director at ProductLed and Author
If you've been in the SaaS space for some time, you're probably all too familiar with these problems: Free accounts don’t convert to paid nearly as often as you would like. A large chunk of users never gets to experience the full value of the product. Today’s users are impulsive and easily distracted. Let’s face it.
How product managers use Jobs-To-Be-Done to create products customers love Watch on YouTube TLDR In this episode, I explain the Jobs-To-Be-Done (JTBD) framework, a powerful approach to understanding customer needs and developing successful products. ” The responses were revealing.
Doug offered practical solutions through three powerful frameworks that can transform how teams approach innovation and problem-solving. At Eureka Ranch, they often run sessions over several days, allowing teams to generate ideas, test them, blow them up, and start over again multiple times.
Here’s a simple framework for managing it. ” So when this five-month-long project reached completion – at four times the amount of time we had initially estimated – we were left asking ourselves the question: what went wrong? Userexperience debt. Moving fast makes you slow.
One View of the Customer. Measurable Customer Value. Today, Product Management University announced the availability of its Customer Outcome Framework for B2B. It’s a simpler approach for bringing quantifiable strategic value to the customer versus the typical approach of focusing solely on customer problems.
Speaker: Sandhya Hegde, Director of Product, Amplitude
A deep understanding of how users interact with your product is critical for PMs at every stage of their product's lifecycle. Whether you are building new features, trying to improve customerexperience or battling poor retention - user behavior forms the foundation of your product strategy.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. While this description aimed to emphasize ownership and agency in decision-making, it created some misconceptions about the role.
A SaaS company I recently worked with had over 50 million active users enjoying a host of great free features. But while they had a premium version packed with even more features, not enough users were biting. So, we did what any good data scientist would do: we started running experiments. But we didn’t stop there.
Today we’ll learn how to overcome some of those challenges from a product leader with experience at Target, McDonalds, eBay, and Meta, and now as Founder and CEO of Taelor. Instead of advocating for feature-rich products or complex innovation frameworks, she emphasized the power of solving one problem exceptionally.
There is no such thing as placing too much importance on your customers. Customers are the oxygen for any business model. One of the primary goals of any business strategy is to identify and meet needs of the customer. Customers differ widely from each other in various aspects. Collecting the data from various sources.
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.
You’re gathering customer feedback, hitting your OKRs, and tracking every metric imaginable. Users churn, innovation stalls, and your team feels like theyre running on a never-ending treadmill. Customer feedback drives iteration. Customers needs change faster than you can build. And customers?
Let them sponsor your efforts at firstlike a borrowed VP badge. If your buyer is another product manager, treat them like an external customer. Rogers take : Win them over with real user insights. Investigate their request with quick user feedback. every time. How do I make a difference? Roger : Absolutely.
The day we reached 200 daily users was a critical milestone – more a psychological one for me personally than anything else. Local businesses paid us to be on our website, and people told us that it saved them time. We refined the message and added features important for our partners and users. A story of one failure.
And further along the line, customer support started being treated as a cost center – a necessary, but non-profitable part of a business. Today, more and more businesses are realizing the true bottom-line impact of creating great customerexperiences. In fact, he says the customerexperience has never mattered more.
Speaker: Jon Harmer, Product Manager for Google Cloud
Move from feature factory to customer outcomes and drive impact in your business! You will deepen your understanding of your customers and their needs as well as identifying and de-risking the different kinds of hypotheses built into your roadmap.
Rather than talking about discovery as one amorphous concept, she encourages product people to think about specific actions they can take to help them chip away at discovery, like talking to customers every week or identifying their assumptions. I recently came across the SPICEY framework by YouTube creator and author Nisha Vora.
Think of the salespeople, marketers, and customer support team members, as well as the UX designers, architects, programmers, and testers you might interact with. Innovation requires diverging ideas and passionate arguments; it requires the willingness to experience and resolve conflict. What’s more, innovation relies on conflict.
If you have four times as many engineers, you’ll be able to go four times as fast, right? . First we agreed framework for product decision making. First we agreed framework for product decision making. At the time of working through this process, my product had just been ‘launched’ after 2 months of private beta testing.
A guide to successful product launches – for product managers Watch on YouTube TLDR The LAUNCH framework, created by James Whitman, offers a complete approach to successful product launches. This framework helps solve common problems in product launches by encouraging teamwork, constant improvement, and strategic planning.
Ideation, discovery, research, and analysis all inform the development of a product strategy that evolves iteratively as the product team learns more about customers, their problems, and potential solutions. Apply frameworks to define product strategy. Integrate product strategy with the business model of the product.
User engagement metrics measure how actively and effectively users interact with a platform, product, or service. These metrics help businesses evaluate user interest, satisfaction, and retention. This article explores key user engagement metrics and offers practical tips for improving themetrics. Streaming services (e.g.,
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.
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?
What product managers need to know about the Targeted Innovation Process Watch on YouTube TLDR The Targeted Innovation Process is a practical framework that helps product managers drive innovation in their organizations. This approach focuses on understanding customer needs, generating quality ideas, and turning those ideas into real value.
One that can help product and marketing teams understand what drives users to engage with your product, discover new audiences, test and iterate on new experiences, and quickly measure the impact of investments.
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.
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.
Firstly, Jeff as a new umbrella brand for all the new services will be providing to our customers; Secondly, a new business line called Beauty Jeff was opening the very first venue in Argentina. For product leaders, that means taking a step back to build a team that can be customer-centric and deliver ongoing innovation to the market.
Speaker: Hannah Chaplin - Product Marketing Principal at Pendo & Steve Cheshire - Product Manager at Pendo
Working with customers to improve product feedback management is a major driver of product-led growth. Consulting customers throughout the product development process enables businesses to focus on the features that matter. How to assess customer value. Best practices for measuring and analyzing customer feedback at scale.
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