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The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
a time for reflection, community, and gratitude—values that resonate deeply with the dynamics of product management. While strategy, vision, and execution are critical, there’s a powerful leadership principle that’s frequently overlooked: gratitude. It is Thanksgiving season here in the U.S.,
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.
In this conversation on The Product Experience podcast, Nacho Bassino shares his extensive experience in product management and coaching, discussing the evolution of the field, the importance of understanding business impact, and practical tools like KPI trees.
Speaker: Mickey Mantle, Founder and CEO at Wanderful Interactive Storybooks | Ron Lichty, Consultant: Interim VP Engineering, Author, Ron Lichty Consulting, Inc.
Teams and their leadership need to leverage data to achieve better customer outcomes. They also give employees actionable data to work from, and empower individuals and teams to exceed their personal and team goals while also improving customer outcomes. How data-driven performance reviews do that.
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?
Product leaders know that career growth isn’t always linear—stepping into leadership or establishing a product management function can be as complex as it is rewarding. Moving Beyond the Individual Contributor: Elevating Your Impact as a Product Leader Transitioning from an IC role to product leadership is a defining moment in your PM career.
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.
Listen to the audio version of this article: [link] Leading as the Person in Charge of the Product When you hear the term leadership , you might first and foremost think of a senior manager like the head of product, Director of Product Management, VP of Product, or Chief Product Officer.[ You don’t have to be a line manager to lead others.
Speaker: Johanna Rothman - Management Consultant, Rothman Consulting Group
When was the last time you trusted a roadmap to show you where the product could go and how the teams might get there? Can your customers rely on your roadmaps to find out when new features will be released? Because most roadmaps are at least five years long, teams are frequently unable to see the next set of essential features.
In our newest Patreon-exclusive Roadmap to Mastery article , we explore: Why coalition-building is the PM leadership skill most often ignored How to lead without authority by building deep cross-functional relationships A case study where building a coalition led to on-time delivery and lasting collaboration For PMs ready to lead at the next level.
Featuring an engaging discussion with Inis Hormann (Marketing Director Germany, Cepheid) and Steve Kury (Leadership Development Consultant, SHK Leadership Consulting), the session provided actionable insights for PMs at every level. The Future of PM Leadership As we approach 2025, product management roles are transforming.
Companies find something that works and gives them a competitive advantage and then tend to stick with it, limiting meaningful innovation over time. Instead, they learned business “on the street” through direct experience, observation, and an innate ability to solve real-world problems.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. As we’ll explore in this article, effective product management requires a unique blend of skills that goes beyond traditional leadership models.
Speaker: Dennis Snow, President, Snow & Associates
Too often, organizations and their CX experts only look at the company's relationship with the customer to look for improvement. While it's essential to creating the perfect customer journey, it's only one aspect. It's time to look within: at your employees' relationships with each other, and with the company.
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. Run structured stakeholder sessions to ensure leadership, engineering, and marketing teams remain aligned. How can I get hands-on experience?
PMs are often tasked with aligning stakeholders, guiding engineering teams, and championing the customer. Customers dont care about data structures. Why Storyboarding Works A storyboard is just a sequence of visuals that shows how a user moves from a problem to a solution. As Tom put it: Clarity beats polish every time.
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.
She explains how flexibility in product design supports entrepreneurs through both good times and challenges. If you’re interested in social impact product management, this episode offers key insights on building user-centric solutions. Long-Term Impact: Why social impact products must serve users beyond short-term success.
Speaker: Richard Cardran, Chief Creative Officer and VP Strategy, HIA Technologies
We'll examine the importance of UX and user-centric feature analysis, the adaptation of Agile Methodologies to the creative process, as well as a way to drive successful culture change for setting expectations and winning approvals with cross-functional stakeholders. Innovation and Leadership go hand in hand.
Let them sponsor your efforts at firstlike a borrowed VP badge. If your buyer is another product manager, treat them like an external customer. One participant worried: Leadership is anti-product. Rogers take : Win them over with real user insights. Investigate their request with quick user feedback. every time.
The companies leading in sustainability arent just meeting ESG goals; theyre cutting operational costs, improving brand trust, and increasing customer loyalty. Companies are extending product usability through upgradability, reducing waste while maintaining a strong customerexperience. Impact-driven sustainability wins.
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.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. Often, these requests are made without supporting data or customer feedback, which can create tension between PMs and top-level executives.
An output is what we see and experience (the features and products we “touch”). Bugs can be valued in terms of quality outcomes like reducing support needs or improving user satisfaction. UX improvements can be valued in terms of incremental optimization outcomes like reducing task completion times or improving particular funnel steps.
How product managers can empower their teams Today we are talking about how product leaders can create more effective teams by using a people-first leadership approach. Her approach to product leadership empowers individuals, fosters collaboration, and connects with people in an authentic way. It’s a great icebreaker.
This includes UX designers, developers, and testers, as well as marketers, sales reps, and customer support team members: They design, build, market, sell, and support the products. Consequently, their products had a weak value proposition, offered a poor userexperience, and didnt generate the desired business benefits.
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. Through market research, she discovered her ideal customers weren’t whom she initially expected.
Stepping into your first product leadership role is a major change. We often hear about this transition from members of the Continuous Discovery Habits community who are new to leadership roles and either write in with questions or step in to share their experiences. You can submit your story here.
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 development effort. If that’s the case, explore how you can strengthen your product leadership. Why do some customers view it as crucial, to stay with the example above?
How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. Sharing the four leadership motions with us is Janice Fraser.
Case Study: Improving Data-Driven Decision Making for CSR Leadership Civian is a data-driven platform designed to help businesses measure, optimize, and showcase the social and economic impact of their investments in communities. Through our screening questions, we were able to tap into mirroring Civians user group quite accurately.
Which change in users’ behaviour do we want to drive? Hypotheses are only useful if we test them (with customers), to validate or discard them. As an example, our problem statement could be: Customers encounter a series of friction points when embarking on a shopping journey in a large supermarket. But where do we start?
“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. I’ve always worked double time to save space on the roadmap and simplify things. of users accidentally used this feature once per year. They never work.
That question has been on Will Larson ‘s mind for a long time. For those who don’t know him, Will has over 10 years of experience in the likes of Yahoo, Digg, Uber, and Stripe, and he’s currently the CTO of Calm , the mindfulness app that helps millions of people to lower their stress levels and sleep better. Brian: Great.
It sounds simple, but that doesn’t mean it’s easy. – Tweet This While many product teams want to talk to customers every week, they struggle to make this a reality. You’ll hear how Orbital addresses many of their needs and helps the HiveMQ team generate a steady stream of customers to speak with every week.
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.
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.
Lessons learned from a product manager’s experiences at Google and YouTube. Most of us have become product managers and then moved on (or will move on) to product leadership based on our experiences and knowledge. I want to explore experiences that help you be a better product professional.
These help you direct your learning efforts, track progress, and measure how much you have learnt. I’ve chosen quarters in the sample roadmap above, but you can use shorter time frames, of course, if you can meet your learning goals more quickly. For the first two quarters, the area is strategy; for the last two, it is leadership.
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.
These are a few of my observations and personal experiences. 2019: "How do I hire a Chief Product Officer? . -- 2013: "My ppl are not allowed to talk to customers. 2019: "Duh, of course I want my people talking to customers. 2018: "Can you teach people how to do MVP experiments? It is too risky. We will get sued.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-market strategy actually aligns with what your customers need. Rachel shares actionable strategies for strengthening cross-functional collaboration so growth efforts dont stall.
Established organizations are seeing a lot of external change—new technologies, new behaviors among customers and employees, and digital change. Seventy percent of large organizations are failing in their efforts to transform. It’s a B-minus student’s effort. 5:43] What is digital transformation?
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