This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
When I teach any sort of product/project/portfolio management, I ask, “Who believes multitasking works?” Always, at least several managers raise their hands. They believe multitasking works because they multitask all the time. Why? Because the managers have short work-time and long decision-wait time. If you are a manager, your time for any given decision looks like this: The work-time is short.
Most companies out there put a huge push on efficiency and running “lean” — doing the most possible with the least amount of overhead. And in most cases, that’s a very noble goal — after all, overhead in the form of people and positions is generally the highest cost that companies face. Reducing the number […].
Your business is currently doing one of two things: it’s growing, or it’s dying. This week we released The Growth Handbook , a collection of tested frameworks and invaluable lessons to help steer your company’s trajectory up and to the right. In many ways, the genesis of this new book was our podcast series and the enlightening, in-depth conversations we hosted with industry leaders who’ve grown startups to many billions in revenue.
The fine practice of product management is a tough gig. The role requires strong leadership and collaboration and ability to change direction regularly to find valid market fit. Despite many linear product processes, the fact is product management is not a linear process. Product management is a twisted, turning, sometimes reversing process to discover the product market fit and deliver true value to the customer and business.
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
What Your Next Product Isn’t Product management is as much about what you don’t build as it is about what you do build. There are hundreds of good ideas, great ones even. They come from you, from your stakeholders, from your clients. Some of these ideas will be contradictory. Some will have dependencies. Some will seem so obvious they don’t even need to be debated.
If your organization is making acquisitions to deliver more strategic value to the customer, some tactical product management might be in order before your next purchase. Acquiring a company can be a lot like buying your next electronic gadget. There’s the anticipation and excitement of “new” and the promise of many benefits. Then, just like your new gadget, the acquisition loses some of its sheen when reality doesn’t live up to the hype – and there’s never any shor
If your organization is making acquisitions to deliver more strategic value to the customer, some tactical product management might be in order before your next purchase. Acquiring a company can be a lot like buying your next electronic gadget. There’s the anticipation and excitement of “new” and the promise of many benefits. Then, just like your new gadget, the acquisition loses some of its sheen when reality doesn’t live up to the hype – and there’s never any shor
John Carpenter’s “Big Trouble in Little China” is a 1980s masterpiece, and easily one of the silliest action movies you’ll ever see. It’s remarkable for a very simple reason: Jack Burton (Kurt Russell) may be the film’s lead character – he’s front and centre on the poster — but he’s not actually the hero of the story. He’s actually the goofy sidekick.
Learn how to leverage domain expertise and product management knowledge to break into a Product Manager role. In a recent live stream from one of our mentors of The Product Mentor , Paul Hurwitz, lead a conversation around “Breaking into Product Management”. We are always looking for more product mentors from all around the world. Signup to be a Mentor Today!
When faced with a problem or new process at work, most people usually don’t try to reinvent the wheel. Instead, they look for patterns and frameworks that are widespread and valuable. A common challenge for many teams is how to run retrospectives. There are plenty of solutions, and one of them is Start, Stop, Continue – a framework to structure a retrospective for a team, career or project.
Putting sales and product managers on the same team to create better products. Product management is a highly cross-functional role. Product managers work with product teams, R&D, engineering, marketing, finance, and others, but the one group that is most often discussed, especially in B2B organizations, is sales. You’ll hear about it at product management meetups, such as how a salesperson keeps asking a product manager to do product demos for customers or how the sales team won’
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
Is there a difference between developing an enterprise and a consumer product? In both cases your software product is used by humans, but an enterprise is a legal entity, while a consumer is a person. And the fact that an enterprise is a legal entity makes product management for enterprise products a little different. It is true that enterprise products are becoming more consumerised as competition and user expectations increase – Slack is a great example of this.
Guest Post by: Kennan Murphy-Sierra (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Jordan Bergtraum]. This article highlights a few ways to increase clarity and provide better role definition between a manager and a direct report as it pertains to daily situations involving escalations, blockers, and air cover. You will encounter numerous escalation, blocker, and air cover situations throughout the course of working on projects in product management, especially when a manager is ac
There are many reasons an organization seeks out customer feedback. A support team will want to know if they were helpful, while a product team might need help prioritizing what to build next. Whether you’re measuring success, monitoring customer trends or gathering input for a product decision, customer feedback is an essential part of staying competitive and growing your business.
I’m often asked by B2C product managers how B2B companies are different, or about switching between the two. Here are some thoughts on company-wide structural differences and how we product managers get our work done. It’s a more precise, if less emotional, version of a May talk for Lean Product/UX SV meetup. What’s B2B? What’s Enterprise?
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.
Technology companies are developing products which shape the world we live in and the way that we experience our lives, but this is largely closed off to people from low-income groups. Barriers, both explicit and implied, exist to stop those with less from accessing these opportunities. How can we spot the potential to be exceptional in people from these communities, and how can we help to train them to access and shape the world we live in?
Effective product positioning comes in many forms. But there’s only one outcome you’re looking for: An emotional reaction. Do it consistently and your pipeline will be chock full of qualified leads. Reminding your buyers of their biggest stressors before serving up the solutions is one way to evoke the emotional reaction that ultimately engages your salespeople with decision-makers.
There is something unique about the joy of being on a high-functioning, high-achieving team – and that goes as much for a sporting team as a professional one. We borrow a lot of the words and concepts we use to describe our engineering teams from the world of sports – from huddles and scrums to sprints and even goals, the terminology resonates from the pitch to the office.
Consider your stakeholders as valuable resources rather than obstacles you need to overcome. Let's Start with a Story A colleague product manager told me a story. She was launching a big change to a product that she was working on for several months, and when she talked with the product marketing manager he had a lot of concerns and demanded that she delayed the launch.
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.
On the first World Product Day, late last month, Mark Ryan, a senior product manager from messaging software supplier Intercom in London, gave a deeply personal talk at the probably highest-ever ProductTank venue – the 23rd floor at eSailors in Hamburg. He shared some great lessons on how Intercom has built a new version of its messenger in only four months and involving 150 people in eight product teams.
Shopify’s Emma Craig uncovers what makes us playful and what makes us stressed when we shop online—and why making room for human moments is key. .
Building a platform is something we have been passionate about at Intercom from the start. From very early on , we’ve invested in an open platform and have supported a growing ecosystem of partners and customers building on it ever since. In April, we launched our new Messenger , making it possible to use apps for quick actions right inside the messenger.
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.
Agile is an awesome approach when done right, but is your team making these common mistakes? Most people will agree that the adoption of agile is now mainstream. This adoption is rightfully so, as agile can be an excellent framework for building software. This being said, I’ve noticed a few common mistakes when product teams are adopting agile, most notably: Focusing on velocity, with almost a disregard for quality Only building, and forgetting about the measure and learn principles These are no
It’s always a hassle to split expenses with friends, especially during online payments. Fintech startup Payment Courier set out to eradicate this pain by developing a payment plugin that can be integrated into any payment gateway or online payment system. In this UX case study, we describe how our team helped this startup enter the market with a well-designed product.
Too many startups focus on the first S in SaaS, but they forget all about the second one. When software and service aren’t equal priorities, it’s impossible to build a successful company. The people you hire provide just as much value as your product. When I moved to Silicon Valley in 2007, self-serve software was all the rage. Everyone wanted to create products that sold themselves.
Managing product teams without clear guidelines or a comprehensive framework is like herding cats. Product teams are made up of people with very different roles. And product managers, developers, designers and marketers all tend to speak their own languages, make up their own acronyms, and have their own opinions and agendas. If you want to build a strong, integrated, high-performing team, you need clear objectives, communications, priorities and an understanding of the roles and responsibilitie
As your company grows and your product matures, so too should your product strategy. Drawing from their decades of experience as product leaders, Stanford Online instructors Donna Novitsky and Laura Marino share best practices for defining your product strategy at each stage of company growth. Get practical, real-world product strategy tips from experts who have lived through the same challenges you’re currently facing.
Coke product managers are fighting for the rights to “zero” Image Credit: Daniel Go. As a product manager, you know just how important the name of your product is. We spend a great deal of time trying to come up with the right name that will match the product development definition for each of the products that we manage. Our goal is always to create a name that will capture what the product does, be memorable, and in this confusing age of the internet be unique enough that we can br
TL;DR: Webinar Product Owner Anti-Patterns The sixth Hands-on Agile webinar product owner anti-patterns addresses twelve ways to improve a product owner’s skill set. Learn also when you?—?as the scrum master or scrum team?—?should reach out to your product owner and offer support. The playlist of the product owner anti-patterns webinar is available on Youtube: [link] Note : If the browser will not play the playlist automatically, click here to watch the Webinar Product Owner Anti-Patterns playli
When faced with a problem or new process at work, most people usually don’t try to reinvent the wheel. Instead, they look for patterns and frameworks that are widespread and valuable. A common challenge for many teams is how to run retrospectives. There are plenty of solutions, and one of them is Start, Stop, Continue – a framework to structure a retrospective for a team, career or project.
We organize all of the trending information in your field so you don't have to. Join 96,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content