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In our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Conducting UserResearch”. We are always looking for more product mentors from all around the world. About The Product Mentor. Better Products. Better Product People. Meet the mentors….
Committing to continuous discovery means changing the way your product team operates. It’s no longer about making decisions purely based on your intuitions or stakeholder requests, but finding ways to integrate touch points with customers into your work every week—if not every day. Tweet This This can sound overwhelming.
It won’t surprise you to hear that I use the same continuous discovery habits that I wrote about in my book to run my business. My primary objective across my business is to increase the number of product trios who adopt a continuous cadence to their discovery work. Some of it was normal first-time author insecurity.
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 softwareproduct managers.
I’m disappointed to see the rise of generative AI tools that are designed to replace discovery with real humans. 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. Don’t get me wrong.
What is ProductDiscovery? Productdiscovery describes the activities required to determine if and why a product should be developed and offered. This increases the chances of creating a product that users actually want and need and achieving product success. What makes the product stand out?
Why market research is product managers’ secret ingredient for successful products Watch on YouTube TLDR Market research is a key part of product development and management. Introduction In the world of product management and innovation, market research is like a compass.
A regular cadence of assumption testing helps product teams quickly determine which ideas will work and which ones won’t. And sadly, most product teams don’t do any assumption testing at all. In this article, I’ll cover assumption testing from beginning to end, including: Why should product teams test their assumptions?
One of the primary benefits of working in a product trio is we reduce the hand-offs between functional roles. This means that by the time it gets to the engineers, the message is unrecognizable. It’s no wonder we end up with software that doesn’t work for our customers. Products aren’t built by trios. Tweet This.
Guest Post by: Merziyah Poonawala (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Joni Hoadley]. A startup development team consisting of a product manager and two offshore engineers was facing major challenges in meeting client deliverable deadlines – repeatedly. THE EXPERIMENTS. THE CAUSE. Long standups.
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?
Be Clear on What a Software Platform Is. Different people have suggested different definitions for the term software platform. Let me briefly share mine: I view such a platform as a collection of software assets that are used by several products, as the following picture illustrates.
Listen to the audio version of this article: [link] 1 Complement Scrum with a ProductDiscovery and Strategy Process Scrum is a simple framework that helps teams develop successful products. Otherwise, you might ask the wrong people for feedback on the increments and hence draw the wrong conclusions. But don’t stop there.
Guest Post by: Terri Boshoff (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Nis Frome]. When I joined Wetu in 2014, I was the 7th employee, we had just over 100 companies using our software, we were exclusively available in Africa, and the product was already 5 years old. Start at the Top.
Engineers are often reluctant to participate in discovery. This is only natural: Through years of bad habits, many of us have shown engineers that we only value them for the code they can write. But there are many reasons why engineers are one of the essential members of the product trio. And this is a good thing.
Think of Net Promoter Score (NPS) software as a tool to measure your customers’ feelings about your product, and categorize them based on their level of loyalty (promoters, neutrals, and detractors). The great advantage of these tools is that they streamline the creation, distribution, and analysis of NPS surveys.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. Meet your co-presenters, productdiscovery coaches Teresa Torres and Hope Gurion. We are both productdiscovery coaches with Product Talk. Thank you so much.
Others have tried, but we’ve yet to find anyone else with her depth of experience (spanning stints as a developer, designer, researcher and product manager), her empathy for both users and stakeholders, her experience as a teacher, and her sense of humour. Building better products.
Product trios are cross-functional product teams who are responsible for both deciding what to build and then building it. The goal is for a product trio to represent balanced perspectives while still remaining as small as possible to facilitate and expedite collaborative decision-making. What is a product trio?
The beauty of continuous discovery is that there’s no single right way to do it. For example, while Teresa recommends creating a product trio that includes a product manager, engineering lead, and a designer, she acknowledges that some product trios might be made up of slightly different members. Tweet This.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. In this third and final conversation in the series, we discussed two core principles of continuous discovery : why it’s essential to set up compare and contrast decisions and surface and test assumptions.
In our a recent live stream from one of our mentors of The Product Mentor , Ian Moulton, lead a conversation around “Multiscreen Web Design”. We are always looking for more product mentors from all around the world. About The Product Mentor. Better Products. Better Product People. Signup to be a Mentor Today!
They focus all of their time and resources on building a great app. When it comes time to launch, however, they fall into the trap of thinking submitting an app to the app stores is the same as launching an app. According to an InMobi survey , the number one challenge facing app developers today isn’t design or development.
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? Or what if you’re just getting started with an idea and your product doesn’t even exist yet?
Myth #1: The product owner must ensure that the stakeholders are satisfied. 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.
For the past eight years, I’ve been working with C-Suite leaders at companies big and small to set up their Product Management organizations. Some of these are Fortune 10 software-enabled companies going through digital transformations. At all of them, I start understanding the current state of Product Management.
When an organization shifts from delivery or feature teams to product teams , the first step is often a change to team structure. Feature parity across desktop and mobile is rarely what customers need or want. These were previously two completely separate sets of products managed by separate French and English arms of the organization.
In my experience, managers suffer something akin to the Dunning-Kruger effect. A survey of 5,247 hiring managers who’d hired 20,000 employees said that after 18 months 46% of newly hired employees failed and only 20% achieved success. Giving feedback is your most powerful tool for growing your people and your team.
In the dynamic world of SaaS, creating a robust productfeedbackloop is essential for continuous improvement. Whether you’re launching a new feature or refining an existing one, gathering insights from users ensures that your product aligns with their needs and expectations. The productfeedbackloop.
Listen to the audio version of this article: [link] Organise the Team around a Product As the name suggests, a product team is focused on a product. A first step to form effective product teams is therefore to identify the products in your organisation. But what is a product? This sounds simple enough.
Guest Post by: Inis Hormann (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Paul Hurwitz]. Product Managers (PM) need to effectively communicate product vision, strategic roadmaps and concepts to a variety of different stakeholders through the different stages of the product life cycle.
Guest Post by: Eric Wang (Mentee, Session 8, The Product Mentor) [Paired with Mentor, Chris Butler]. The notion of a strategy in product management seems like something that only high-level stakeholders at the executive level should care about. Some of the challenges from my personal experience has been. Simple task, right?
Delivering customer love starts with listening to your customers. To get a sense of how customers feel about your brand, you must start by tracking customer sentiment. This post covers five ways to track and evaluate customer sentiment. What is customer sentiment and why does it matter?
A clear outcome sets the scope for discovery. Whether they have a hard time negotiating with stakeholders , feel pressure to commit to multiple outcomes, or unintentionally assign themselves an output instead, this is a critical aspect of continuous discovery where it’s all too easy to be led astray. What is a desired outcome?
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. Say that you are working on a new brand-new product.
I’m going to take a wild guess and assume that you already understand the importance of mobile in-app feedback tools. You might already have a Voice of the Customer (VoC) program in place that you’re looking to improve, or perhaps you’re just trying to get started. But in truth, there’s never been a better time.
Built for you is back – this time we’re revealing the powerful product updates we released in May! Last month we turned our attention to data – unleashing new features that help you improve how you collect, access, and use first-party data to influence your product and scale your business. Satmetrix Systems, Inc.,
Once Upon a Time in Waterfall Land. During the development phase, the product manager would be only loosely involved, typically attending a project steering meeting and possibly issuing change requests. But it is less suited to create complex digital products. The Brave New Agile World.
Guest Post by: Julian Dunn (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Vikas Batra]. I became a product manager because I wanted to take a more strategic role at my company. Thus, I arrived at the Product Mentor program with ambitions to learn strategy development from a seasoned product mentor.
Customer interviewing is one of the most valuable activities a product team can do. It’s simply the easiest, most sustainable way of learning about your customers and what they need. This knowledge gives teams a competitive advantage that compounds over time. What doesn’t count as a customer interview? Tweet This.
1 The Product Roadmap is a Feature-based Plan. Traditional product roadmaps are usually output-focussed plans that map a list of features, like registration, search, and reporting, onto a timeline. This can be reassuring for customers and stakeholders. Say that I am about to create a product roadmap for a healthy-eating product.
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 to get out of your organization’s routine and create real value – for product managers This episode is sponsored by PDMA, the Product Development and Management Association. PDMA is the longest-running professional association for product managers, leaders, and innovators, having started in 1976.
What if you could get into your user’s brain? Would you have a better understanding of how they interact with your product? Unfortunately, that technology isn’t here yet, so UX research tools are the next best thing. This article will highlight 23 of the best UX research tools available in 2024.
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