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Unlike traditional product managers, Claire is less involved with the technical aspects of product management. In some settings, this role is assumed by the product manager who is managing the technical aspects of the product. This may hinder their ability to connect with the members of the C-suite who may not have technical knowledge.
PM with a technical background and a strong product sense. Technical fluency to understand, communicate, and drive impact in highly technical and fast-moving problem spaces. PMs with no technical background. Those without a technical background. Who would be the best fit for this job? Android-first PMs.
communications skills in a tech PM role) became a differentiator, allowing me to approach problems from fresh angles. I am leveraging my product background in both coaching and advising AI-driven startups. Initiatives like the lunch-and-learn sessions with technical teams helped me bridge gaps and drive innovation.
Product specialization : “very tailored to solve a specific technical or business need” that becomes complicated quickly. To not try to please everyone, Ben and Blair advise “staying the course, given your strategy is sound”. Therefore, Ben and Blair differentiate between customer and user problems.
In the same report, Gartner sounded a note of caution, advising leaders to connect use cases to KPIs to ensure that any AI project adds value by creating new revenue or better customer experiences. Right now, enterprise companies are thinking about how they can scale proven use cases with less technical knowledge to drive business goals.
Self-styled ‘visionary’ Product Managers are dangerous – which is why I advise against hiring PM candidates who fire off (Steve Jobs) quotes during job interviews. Technical Skills for Product Management. A question that comes up often among would-be Product Managers is: “how technical do I have to be?”.
What I most often advise is to err on the side of fewer features for the benefit of getting the product out sooner to optimize for learning. Or it could be ensuring open product, design, and technical decisions get resolved in an efficient manner.
Speak to a Learning Advisor. Self-styled ‘visionary’ Product Managers are dangerous – which is why I advise against hiring PM candidates who fire off (Steve Jobs) quotes during job interviews. Technical Skills for Product Management. Other technical skills or competencies are similarly viewed as required at most companies.
As a consequence, the functional and reliable features still have some technical hiccups which would need more work. Compared to the hierarchy of needs, it differentiates only three broader categories: Threshold features: Sometimes called satisfiers, as users expect these features by default.
The framework is based on his experience advising dozens of consumer subscription businesses, as well as his analysis of over 30,000 consumer subscription apps (based on proprietary data provided by RevenueCat ) and interviews with leaders at dozens of top consumer subscription companies. Your tips have been invaluable.
Alex A may have little patience to deal with awkward technical queries, and may be willing to make unrealistic promises to get deals to cross the line. They should be the trusted advisors to your biggest clients. I could go on, but you get the picture. They are very confident, very goal driven, and very focused on making their numbers.
On the one hand, it requires technical resources to deploy; and on the other, all the events you want to track have to be defined and set up. Here are a few of our tips for screen recording tools: Smartlook is great for differentiating between user views on different devices, OSs and browsers. accounts). Source: logrocket.com.
A customer success platform designed for non-technical people will help your customer success teams be more efficient. #3 Chameleon is a dedicated onboarding tool, with two key differentiators. Few customer success managers are also developers. 3 – Detailed analytics is an essential customer success tool.
A mentor advised me to think about three broad categories?—?the Understand the technical architecture for the product : Get an engineer to sit down with you and explain how the product works under the hood and which major technologies and frameworks have been used. A good way to do this would be to set up learning sessions with team.
They will help you design an organization that drives competitive differentiation through innovation, no matter your industry. This shows their colleagues how to tackle a new technical hurdle. Like any technology, we advise our clients to understand the opportunities and prioritize what makes sense for their business.
And in doing so, businesses have had to look critically at support as a differentiator and core business value driver. Using technology in a different way to provide support, looking at it as a value add as opposed to a cost center means we can differentiate support. I think that has naturally driven up CSAT.
On the one hand, it requires technical resources to deploy; and on the other, all the events you want to track have to be defined and set up. Here are a few of our tips for screen recording tools: Smartlook is great for differentiating between user views on different devices, OSs and browsers. accounts). Source: logrocket.com.
He has especially enjoyed the last 10 to 15 years of coaching, mentoring, and advising people to get into customer success and nurturing both companies and people to become successful at it. . At Red Hat, he transitioned a technical support team into a customer-focused team. Tell the Story With Words and Data.
They’re very trusting, the technically sophisticated, and they really just wanted to get time back in the day. And I would not advise using this approach if you’re in that 15 to 20 percent range. You want to create as rich a profile as you can have your High Expectation Customer, but let me give you some examples.
Interviewing at Bain Public Phone Screen Interview Communication & Listening skills Interview Business Case Writing Test & Technical & UX exercise Top-grading Interview. The only requirement is that you must be legally able to work in Canada. When: Flexible start date. Company Description.
Interviewing at Bain Public Phone Screen Interview Communication & Listening skills Interview Business Case Writing Test & Technical & UX exercise Top-grading Interview. The only requirement is that you must be legally able to work in Canada. When: Flexible start date. Company Description.
Interviewing at Bain Public Phone Screen Interview Communication & Listening skills Interview Business Case Writing Test & Technical & UX exercise Top-grading Interview. The only requirement is that you must be legally able to work in Canada. When: Flexible start date. Company Description.
Interviewing at Bain Public Phone Screen Interview Communication & Listening skills Interview Business Case Writing Test & Technical & UX exercise Top-grading Interview. The only requirement is that you must be legally able to work in Canada. When: Flexible start date. Company Description.
One of the rules, written by Lawley, advises to work on problems you are passionate about. A related rule “Differentiation isn’t enough, you have to be better” by Paul Alex Gray advises product managers to understand: 1) what customers want; 2) what you’re good at; and 3) where competitors are weak.
I think having the experience of my team coming to me and saying, “Oh, I want to own this core part of the product” or “Oh, I want to differentiate our strategy for these two user groups” really helps me learn to let go. Did you talk to other product managers, other founders, advisors?
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