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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.
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.
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 productdiscovery. If you aren’t familiar with dual-track development, it’s the separation of productdiscovery from product delivery.
I wrote a variation of this for the various productteams 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.
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. A recent project, a complete re-do of one of our flagship products was needed.
Observation is an important part of mixed methods userresearch. Observational research is particularly useful during the early phase of product or feature discovery, to uncover the pain points of existing solutions and to discover opportunities worth exploring further to serve unmet needs. But it does.
Is your B2B product easy to sell and easy to renew? I realize not every product person has to navigate sales stakeholders. But if you’re working on a B2B product with a sales force, odds are you know what I mean. But if you’re working on a B2B product with a sales force, odds are you know what I mean.
As a product manager or a SaaS company owner, what is your main drive in building new products? Do you consider customerfeedback? Should the Voice of Customer influence productdevelopment? You may have realized how customerfeedback has become a huge focus in recent years.
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. ” Similarly, I see managers on Twitter saying, “Oh, that’ll make performance review season so much easier.”
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. Our product was evolving rapidly and haphazardly. And we now had a handful of committed customers in the new market.
Netflix took note of changes in consumer behavior, the creation of new distribution models, and rapid increases in network speeds that would eventually unlock streaming. Alternative futures analysis is a structured analytic technique that helps teams predict how the future might unfold. What is Alternative Futures Analysis?
First, let me introduce our two products along with some context and background to set the scene. BigVision BigVision is a business (or product or department) that has a big, exciting vision. 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”.
We are all in a battle, multiple battles in fact, with a lot at stake: whether it’s the fate of the company we work for or for the product that we build. are making it easier and faster for software developers to develop complex software applications atop this infrastructure. The same is true in software. The talent.
Airfocus Co-Founder and CEO Malte Scholz talks about what it takes to launch new capabilities that ensure product success. By Tremis Skeete , for Product Coalition Product innovation. As simple as the concept sounds, our greatest companies and their products rely on it. Probably on par with “ speed to market.
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. Your pride over your initial launch has faded, and you might wonder how your product got so messy. Not so fast. Not so fast. Now bring in one solo UX designer.
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.
This article is based on information provided in our webinar, Customer Validation for Product Managers , with Centercode CEO Luke Freiler. If you are reading this, it probably won’t surprise you that 47% of product managers have run Beta Tests as part of their job. Loop In the Teams Who Will Use Your Data.
This will change the way that a lot of people think about product market fit, BS metrics, understanding the needs of the people that really matter. Video, Slides, Transcript and Rahul’s blog about this follow… Understanding Customers. “How would you feel if you could no longer use this product?”
I love that A/B testing has become so popular. 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.
Getting new products and new ventures off the ground in massive companies requires overcoming enormous hurdles. These corporate forces are arguably the biggest hurdles a new product venture faces. What’s fascinating is that often it’s not through lack of technical knowledge that new products struggle.
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: Developer Experience and Entre Devs. Then, four years ago, in 2018, she got a job at Algolia as a software engineer.
Today’s rapidly evolving tech landscape favors short feedbackloops 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.
The story of how the first product of the information age was created and found product/market fit. Because scribes display more diligence and industry than printers.” Source: Wikipedia Gutenberg’s Entrepreneurial Journey Under these conditions, imagine how hard it was to launch a world-changing product.
A Tale of Two Roadmaps — And Why You Can’t Succeed With Only One “There is no one-size-fits-all product roadmap. Different businesses, different stages of product maturity, different audiences, and different goals might necessitate different roadmap formats.” — C. But within this complexity lay its charm. The bottom line?
A list that includes product budgeting for the next year. Every dollar’s worth of expense is a fight, and spending 30% of the budget on “simply asking questions” (read: UX research) can be a hard sell. So, how do you ensure that UX gets its due in terms of investment? Have you defined your short-term and long-term product goals?
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.
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.
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. So today, Paul Adams , our SVP of Product, and I are bringing you a special episode of Intercom on Product. Hello Paul.
Product leaders don’t often get many chances for hiring productteam members. Additions to the productteam must ramp up quickly. There’s no perfect resume recipe or qualifying exam for product types. There’s no perfect resume recipe or qualifying exam for product types. Are they team players?
In a world rife with product parity and seemingly unending consumer choice, what separates the great brands from the good ones? Customer experience. Every interaction, every message, every touchpoint matters to customers. These are the core four pillars of personalization: User Segmentation: finding the perfect audience.
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 productduediligence for SaaS-focused PE/VC firms, it's the very first thing I look at. Let’s
When your product can do more than it could do before, that sounds like a good thing. Added functionality, new capabilities, a more robust feature set…these are the talking points product marketers salivate over and executives search for on product roadmaps. But are you solving for actual customer problems?
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.
“The digital transformation of any enterprise is a herculean task requiring a willingness to embrace cultural change, the ability to immerse the entire organization in the customer journey, and a total commitment to digitize to the core”?—? Bank customers’ requests are rapidly changing. We identify opportunities. We execute.
I’ve worked exclusively on digital products for over 14 years , primarily in product and design-centric roles. Thinking back, it’s surprising that it was only about five years ago that I had an important epiphany that would alter the trajectory of our company’s product strategy and my career. Pat on back.
Generative AI has the potential to create economic impact within sales, marketing, software engineering & IT, customer operations, and R&D functions across various verticals. Industries such as high tech, banking, pharmaceuticals and medical products, education and telecommunications, healthcare, and insurance stand to gain immensely.
Working as a product manager can be a busy, unpredictable and octopus-like existence. Bringing team members together, organizing userresearch, product demos, road mapping and more. If you’re a mobile app product manager there’s a whole additional layer of complexity to add to that cake.
If your startup is vying for an investment when there are fewer dollars to go around, it makes coming up with a compelling product idea and showcasing demand for it with data even more important. VCs look for signals that you have the right product, in the right market, at the right time, with the right team at the helm.
When we looked back on the 2,000+ experiments that productteams have run on Alpha, we noted some of the challenges that they first had to overcome. Conceptually, most teams already buy into the value of experimentation and user insights, so that part was relatively easy. That’s precisely what the design sprint offers.
No product leader should be surprised how much their new job features coffee meetings and impromptu chats. One of the most challenging things about being a good Product Manager is the fact that we are often charged with the responsibility of making things happen without having any direct authority to “make” them happen. Conclusion.
When there’s so much data to work with, it’s easy to get careless and assume that the numbers right under your nose are always telling you the truth: A new piece of code breaks your homepage , but after looking at your analytics you see that users are spending more time on it than ever —and therefore must be more engaged.
As a product manager, you’re more likely to find yourself embroiled in these events since you sit at the nexus of so many activities and constituencies. We outlined the seven internal politics situations you’ll likely encounter at least once in your product management career and how you can handle them. So how do you handle it?
Some will delight and engage the executive team by taking a high-level approach and focusing on goals and strategy. Others dive into the specifics and make engineering teams happy since they’re so detailed. Remember, a stakeholder is anyone with a vested interest in the product. Provide a holistic view. Avoid vanity metrics.
By optimizing release management flows, teams can facilitate on-demand deployments that enhance business agility without compromising stability. Understanding precisely how to improve release management is key for more efficient software development. Effective release management is pivotal for agile software development.
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