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I teach two courses at Northwestern University. I want to share a little bit more about the work that I am doing there as I think it’s relevant for people working at companies who are starting to adopt continuous discovery practices (in other words, many of you). The first course focuses on teaching practitioners how to use design methods to solve business challenges related to learning and organizational change.
While on a preschool tour for my toddler, I came across this poster describing “Product vs. Process.” It turns out “Product vs. Process” is a known early childhood educational framework. I’m a first-time parent, so I’m still learning. But seeing this got me thinking it could be a useful framework to apply to product management. The post Product Over Process appeared first on ProductCraft by Pendo.
If you (or your boss) ever wondered about the right way to do design for the greatest profitability, we’ve go t your b ack with some cold hard facts. These facts about the business value of design should convince even the most financially oriented. . Photo by NeONBRAND on Unsplash. In this article we cover: The business value of design. Four groups of design actions to take.
How do you know you (or someone you are managing) are a great product manager? How do you continuously push the quality of product work higher in your organization? How do you identify what is ‘great’ product work anyways? This talk will give methods to help product managers grow and be great. It will be helpful for people that are product manager managers today, those who want to be managers, and any product manager that wants to take their skills up a level.
Speaker: Ben Epstein, Stealth Founder & CTO | Tony Karrer, Founder & CTO, Aggregage
When tasked with building a fundamentally new product line with deeper insights than previously achievable for a high-value client, Ben Epstein and his team faced a significant challenge: how to harness LLMs to produce consistent, high-accuracy outputs at scale. In this new session, Ben will share how he and his team engineered a system (based on proven software engineering approaches) that employs reproducible test variations (via temperature 0 and fixed seeds), and enables non-LLM evaluation m
Maps are the Foundations on which Adventures are Built. When I was a little boy, I truly loved all things pirate. Even as an adult, I very much enjoyed reading pirate books with my children. One of them even came with a separate treasure map that could be unfolded to discover a hidden treasure. Coming up with a set of tools to capture important strategic decisions reminded me of treasure maps: It should guide you to product success, bearing in mind that not all treasure is silver and gold, as Ca
It’s all about creativity, curiosity, and customer focus for product managers. This is a listener requested episode. Several Everyday Innovators have asked, “What are the qualities of a good product manager?” While many listeners are already good product managers, a little self-reflection from time to time on your strengths and how to be an even better product manager is valuable to your career as well as to those who you work with.
It’s all about creativity, curiosity, and customer focus for product managers. This is a listener requested episode. Several Everyday Innovators have asked, “What are the qualities of a good product manager?” While many listeners are already good product managers, a little self-reflection from time to time on your strengths and how to be an even better product manager is valuable to your career as well as to those who you work with.
Marty Cagan, founder of the Silicon Valley Product Group , delivered the opening keynote to the 2016 Mind the Product Conference. His keynote, “Behind Every Great Product,” highlights professionals involved in some of the most iconic technology products of our time, including Netflix, iTunes and Word for Mac. All six of the examples he uses are women in product management.
Every product has a lifecycle of Introduction, growth , maturity and decline.With digital disruption in the market place it is very critical that we design products that stay in the growth phase for a longer period of time. To achieve that level of confidence and to build products in that space we as product managers have to focus on a few key principals before we plan on getting the next thing in the marketplace.The four major principals we generally go by are Vision, Strategy, Team and Rapid l
How can you make sure, on a Monday, you’re doing the right things all week long – not just as an individual, but as a manager, across your team and organization? How do you help your team focus and make meaningful progress, so that at the end of the week, you go home knowing you spent energy on the most important work? Finding the answers to these questions and putting them into practice is critical to scaling your impact as a manager and individual.
Excerpts from our conversation with The Best Product Person of 2018, Brian Crofts. > What excites you about your current products? We’re building a category-creating platform that helps product teams build better products. I love working with other product teams. I have genuine empathy for my customers. The product and product team are scaling fast.
Stand out in your product management interview with guidance from Priyanka Upadhyay, an experienced product leader and Stanford Online program coach. In this guide, Upadhay dives into five key competencies interviewers will likely want to assess. She provides sample questions with detailed answers spanning: Product strategy Product design Execution Market estimation Teamwork Confidently land the product management role you want by pre-empting what interviewers are looking for and demonstrating y
Tim Herbig has made many mistakes (who hasn’t?). Fortunately for us, Tim not only owns up to his mistakes, he’s written a book to help the rest of us avoid making the same ones. We’ve all had issues with how to work best – not only within our individual teams, but with the rest of the organisation as well. In our conversation, he shares some simple and practical methods to diagnose when you have a problem and how to solve it.
Learn how to cut through the noise and make human connections presenting new products. A lot of new products are announced at trade shows and other events, such as CES for consumer electronics, International Builders Show for construction materials, and the National Association of Music Merchants for all things musical. For many product people, participating in their industry trade show each year is one of the most important things they do.
There are many methodologies for feature prioritization in product management. If you are a product manager dealing with this, beware that one size doesn’t fit all. Choosing the right feature for the stage of development your product is in can unlock enhanced market performance. . Product feature prioritization is one of the most difficult parts of a product manager’s job.
Whether you are a seasoned data scientist or a business executive with a significant investment in analytics, chances are you’ve seen the… Continue reading on DataSeries ».
Effective risk management in product development balances safety, compliance, and opportunity. Risks can't be eliminated, but they can be mitigated through structured assessments, clear documentation, and expert guidance. Engaging specialists ensures efficiency, regulatory adherence, and product security while reducing costly oversights. A well-executed risk management plan includes frequent evaluations, defined assessment criteria, and a structured decision-making process.
We’ve all signed up for a product only to realize a few months later that it didn’t quite fit our needs. Think about that gym membership you bought in January you’re still paying for even though the last time you went to the gym was in early February. We remember how easy it was to sign up for the one week free trial on the gym’s website. But to actually cancel, you have to find a phone number, wait on hold, give your membership number and finally pay an exit fee before you can put an end to you
Guest Post by: Esley Svanas (Mentee, Session 8, The Product Mentor) [Paired with Mentor, Andrew Hsu]. Before every quarterly meeting with the various departments in the company, I would try to imagine I was Oprah and it was one of her “Oprah’s Favorite Things” episodes. Most often these episodes were around the beginning of the winter holiday season, Oprah would choose things that she liked and gift them to the audience in the studio.
With each product I’ve built, things have rarely come together exactly as planned. But it’s not the inconveniences, technical challenges, or misguided people that are the problem. It’s that we ever allow them to catch us off guard in the first place. Anyone can operate under ideal conditions. But ideal conditions are the exception, not the rule. Eighty percent of your time building product will take place in a maelstrom of ambiguity and obstacles.
Focus on customers, not competitors, to drive product success. Are your products not generating the revenue they should be just because you didn’t price them right? Pricing is a key concern of not only product managers and leaders but also the executives of organizations. Knowing the right price for a product is a challenge, especially if the product is new to the market.
Savvy B2B marketers know that a great account-based marketing (ABM) strategy leads to higher ROI and sustainable growth. In this guide, we’ll cover: What makes for a successful ABM strategy? What are the key elements and capabilities of ABM that can make a real difference? How is AI changing workflows and driving functionality? This Martech Intelligence Report on Enterprise Account-Based Marketing examines the state of ABM in 2024 and what to consider when implementing ABM software.
We recently hosted a webinar sharing exclusive new data from our 2019 Mobile Customer Engagement Benchmark Report , which empowers companies seeking to understand how their customer feedback metrics stack up against the market, provides insight into where top brands set the bar, and explores opportunities to improve their mobile customer experience.
Joel is the newly-appointed CEO of a 100-year-old consumer company. He has been brought in with a vision to make the company customer-centric and tasked with leading digital transformations so that it is at par with the new information era. After taking the reins of the company, he spends his first six weeks getting the lay of the land, understanding its culture, products, and customers.
These days, progressive, modern marketers like you and me are always hearing about customer centric marketing. We know that it’s customers, not brands, who hold the power. And while it may be easy to grasp the concept of customer centric marketing, it is damn hard to live, breathe and consistently measure its impact across your business. Being “customer centric” can too often be little more than an empty rallying cry, an aspirational idea where insights are half baked, unshared and certainly not
Excerpts from our conversation with The Best Product Person of 2018, Brian Crofts. > Whose shoes would you like to walk in for a day? Why? An executive at Amazon. I have read a few books about some of their best practices and would love to witness in person. I also align well with their values and would like to see first hand how leaders live them day to day.
Speaker: Duke Heninger, Partner and Fractional CFO at Ampleo & Creator of CFO System
Are you ready to elevate your accounting processes for 2025? 🚀 Join us for an exclusive webinar led by Duke Heninger, a seasoned fractional CFO and CPA passionate about transforming back-office operations for finance teams. This session will cover critical best practices and process improvements tailored specifically for accounting professionals.
Prior to taking on the role of COO and CPO at Singapore-based financial portal MoneySmart, Nick Ramsay was a strategy consultant and product manager. In the last year, he’s grown the product team there from one to 10 product managers, and has been working on changing the culture and attracting the right kind of talent to his team. In celebration of the first #mtpcon in Singapore on 25-26 March 2019 , we also talked to Nick about Singapore, the product scene in Asia, and why you might want
A constant in business today is the speed and scope of change. Businesses encounter disruption more frequently than ever. In some cases, disruption can be attributed to innovation. But disruption also arises from specific external forces: market-defining technology changes, regulatory changes, new competitors with different business models and more.
The surprising ways middle managers can drive innovation and product management. I love hearing how companies improve their innovation capabilities and foster a culture of innovation. Anytime I hear such stories, I always find lessons for how other organizations can also improve their capability. In my experience, this best occurs by enabling the largest number of employees to participate in innovation activities.
The transition into product management from a technical role is one of the most difficult. Why? Of all roles that touch the product, technical roles are the furthest removed from the market and the customers. It can be done successfully however, as many engineers have already proven. If you’re a BA, technical product manager, engineer or developer with product manager aspirations, make the move in two smaller steps instead of one big leap.
In 2024, B2B customers expect better quality and service with streamlined experiences that match consumer-grade simplicity—no long calls or meetings required. Our B2B eCommerce Trends Report, surveying 400+ B2B professionals in the US and Europe, reveals how eCommerce has become vital to top companies’ strategies. The report shows how leaders are leveraging eCommerce to break data silos, unify channels, and deliver the personalized experiences that customers demand.
During your first wave of growth, your initial customers are very important. You have to build a product that solves a problem and works well for them. As you reach your next wave of growth, you need to continue to invest in those customers and in that product, and recognize that, in order to keep growing, you need that product to appeal to more people.
As a product professional, your company is looking to you to meaningfully change the bottom line. But are you getting the results you want? Or are you putting in countless hours only to feel like you’re not making enough progress? If you want to seriously develop a product growth competency, how do you ensure success instead of just haphazardly launching new products and features?
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