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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?
“If you’re not adding things back in at least 10% of the time, you’re clearly not deleting enough.” — Elon Musk There are moments when you hear something so simple yet profound. Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. A reverse roadmap.
Leadership or investors push for short-term wins that conflict with the roadmap. 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., How can I get hands-on experience?
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? .
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.
All of this while guiding the development team, maintaining constant communication with stakeholders and potential customers, and optimizing for the product’s ultimate impact on its users. A great way to develop the set of features is though a User Story Map. What are the most critical tasks for the users? Exploration.
Your team is following the roadmap. 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. Roadmaps provide alignment. Customer feedback drives iteration. And customers?
Why do I need a framework? A research conducted by Alpha UX found that 25% of Product Manager surveyed wished for a clearer product roadmap and strategy. While salary increase is a complex subject with variables outside of our control, I believe that having a clear product roadmap and strategy is every Product Manager’s responsibility.
In our latest Productside webinar, Becoming an Effective Product Management Leader , Principal Consultants Roger Snyder and Kenny Kranseler delivered a no-nonsense roadmap for new leaders who want to nail their first 90 days (and beyond) and get the tools on how to become a product management leadereffectively. How do I make a difference?
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.
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.
One of the most challenging questions about product management has been – in my experience – “What is Product Management?”. In this post, I share a simple model or framework to answer this question. The first box in the Secret Product Management Framework. Product” involves things like: Requirements or user stories or features.
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.
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: 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.
Figure 2: The People Involved in the Strategy Work The team in Figure 2 consists of the person in charge of the product, a UX designer (for end-user-facing products), an architect/programmer, and a tester, as well as the key business stakeholders. The GO Product Roadmap is the template I have developed to capture an outcome-based roadmap.
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.
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?
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.
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.
Securing everyone’s buy-in would be impractical—it would most likely take too much time. The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. I refer to this group as key stakeholders.
As a result, there are various different approximations that are made about the role in an organization depending upon their experience with building products. Also, in various organizations which have grown in product maturity, customer base etc., This role also focuses on increasing the retention rate for existing customers.
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.
In this talk from #MTP Engage Manchester consultant Itamar Gilad takes us through his GIST (goals, ideas, steps, tasks) framework. Itamar has over 20 years of product management experience working with industry leaders such as Google and Microsoft. This is the space where we spend most of our time. Three Types of Launch.
Think your customers will pay more for data visualizations in your application? Five years ago they may have. But today, dashboards and visualizations have become table stakes. Discover which features will differentiate your application and maximize the ROI of your embedded analytics. Brought to you by Logi Analytics.
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.
Recently, there’s been a great deal of discussion around the topic of ‘customer centricity’. A customer-centric approach focuses on providing a positive customerexperience to drive profit and gain competitive advantage. Customer-centric companies make decisions that drive customer satisfaction.
The below image is a simple framework but it is a growth platform that helps in setting up startups, mid-size or even big enterprises. In due course, the startups need to invest a good amount of time in organizing the strategy and roadmap to track the product performance to get an early product-market fit and scalability.
Customers expect seamless, interconnected experiences powered by AI, automation, and strategic partnerships. A case study on how ecosystem strategy led to a 30% increase in user adoption. How to align partnerships, integrations, and customerexperiences. So, how can you stay ahead of this shift?
Below, you’ll find what I believe is the most actionable, specific, and straightforward framework for crafting a strategy, for both your product and your company. As Chandra shares below, his framework sits on top of the best strategy wisdom out there (e.g. product marketing, user research, content design, etc.).
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?
In 2025, customers wont just buy productstheyll choose the ones they trust. With privacy concerns, AI-driven decisions, and increasing competition, trust is becoming the ultimate differentiator for PMs who want to build lasting customer relationships. The biggest threats to customer trust in 2025and how to avoid them.
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. But the situation is different for product owners in the agile scaling framework SAFe.
However, one thing which needed refining with all this was the ability to communicate effectively to anyone at any time and therefore manage expectations better, leading your team to success and most importantly allowing your team to strive and deliver value. Development Team: Setting the rules and boundaries of communication .
Listen to the audio version of this article: [link] Introduction My first product management job wasn’t exactly what you call a success story: I was part of a team that was called in to help with a new product development effort, and I ended up working with the lead product manager. As helpful as a product strategy is, it’s not enough.
Despite her years of experience, Jane realized something critical: even seasoned PMs need a plan to establish credibility in a new environment. How to Get Started: Audit the Product Backlog: Pinpoint low-effort, high-value opportunities to drive quick results. But within a month, she felt like she was treading water.
In our latest Patreon-exclusive article , part of the Roadmap to Mastery Collection , we explore: The most common mistakes PMs make in stakeholder alignment. A case study on how realigning priorities increased user engagement by 25%. This is part of the Roadmap to Mastery Collectionavailable exclusively on The Product Way Patreon.
Mapping current products, future ideas, and quick experiments as product managers. Product roadmaps are one of the best-known tools and also the most misused by product managers. The first time was in episode 169 (www.TheEverydayInnovator.com / 169), which was right after he wrote the book.
The entire Scrum team is “focused on one … product goal” at a time. Scrum is a simple framework designed to facilitate the development of complex products. A sample goal might be to acquire users, increase conversion, generate revenue, or reduce technical debt. If this definition leaves you scratching your head, don’t worry.
No matter how good your original product is, you will likely decide to redesign it at some point in time. It recommended to focus on two important points: Purpose: Clearly state the purpose of the redesignwhy the business should invest time and money in it and what it will help the business achieve. UX audit checklist prepared by Maze.
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.
Market Analysis Before and With AI Customers are clamoring for a number of improvements to your product and youre on a mission to get them funded and on the roadmap. However, just because customers want them doesnt mean theyre delivering the level of differentiating value your organization needs to meet its own goals.
If you wanted to know your customers’ gripes and praises in the past, you had to assemble a series of questions anticipating their possible answer. It’s all part of a customer-centric philosophy that emphasizes empathy and self-awareness over a staid corporate vision. Short on time? But there’s a better way now.
Customer support is more business-critical than ever. But in today’s fast-paced world, your customer support can only be as effective as the technology that underpins it. Study after study shows that the vast majority of support teams are unhappy with their current customer support tech stacks. Let’s dive in.
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