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How do you develop an understanding of what will set a product up for success throughout your organization? This blog looks at what actions product managers can take to ensure their teams are investing their time wisely. “If you build it, they will come” is not an effective philosophy in product development, but time and again I’ve seen and been on teams where we spend months building a product without ever talking to a customer to validate or refine our idea.
Product management used to be a “fuzzy” discipline within an organization, without a ton of metrics and scrutiny directly applied to it. But as data-driven decision making takes on increased significance, we’ve seen “ product ops ” emerge to fill in the gap between the leadership and vision aspects of the product management and the facts and figures that inform team members.
Onboarding is a holistic, ongoing process sitting at the intersection of many different teams: product, sales, marketing, customer engagement and business operations. A customer’s onboarding may start with them visiting your website and choosing to purchase your product or service. But it should also persist as they learn how to use your product and become a confident power user who discovers continued value in your product over time.
Everyone has their own code of ethics. A line they will not cross, and things they will not do. In terms of the workplace, there are laws that vary from country to country about how we can operate as businesses and as colleagues. Data protection laws ensure we don’t misuse the personal details we collect in the digital era, and HR policies make sure we all play nice.
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
One of the best parts of working in product is the community: the like-mindedness, the ease of conversation, and the camaraderie around the struggles and victories we experience on the job. So, a few months after I joined my 11,000-employee company in October 2018, I looked for a place where I could meet my fellow. Read more » The post Create Your Own Product Community appeared first on ProductCraft by Pendo.
Do you have trouble fitting “all” of the necessary work into an iteration? Your managers might want to push you to do more. Or, the product owner thinks you can do more. Or, the team wants to do more (see Beating a Team's Goal.). Agile approaches are not about doing more. Agile approaches encourage us to do the least we need to do, to the best of our abilities, to get feedback, so we can do it again.
Do you have trouble fitting “all” of the necessary work into an iteration? Your managers might want to push you to do more. Or, the product owner thinks you can do more. Or, the team wants to do more (see Beating a Team's Goal.). Agile approaches are not about doing more. Agile approaches encourage us to do the least we need to do, to the best of our abilities, to get feedback, so we can do it again.
Written by Dan Olsen, Product Management Consultant and Author, for our ebook, The Path to Product Excellence: Stories and Advice From the Field. When Instagram first launched, there were already many photo sharing mobile apps on the market. Yet Instagram quickly became the top photo sharing app. Why was Instagram’s product so successful? I want to share some important product strategy tools that.
In product development, timing is everything. The type of customer-driven product questions you ask, when you ask them, and the kind of customer feedback you use to answer them all influence the insights you pull in and how they’ll ultimately serve you. The objectives of each individual phase of the product life cycle require specific types of customer feedback to validate and drive decision-making.
Learning to say “No” will make you a better PM, and result in you shipping a better product. Photo by Martin Sanchez on Unsplash Saying No to a “small feature” request, or “just a tiny update” can be tough, especially if it comes from “ higher ups ”, usually there’s just so many times you can push back. In his great talk Des Traynor taught us that “ Product Strategy is About Saying No ”, for a Product Manager knowing to say No isn’t just a good quality, it’s a MUST!
Excerpts from our conversation with The Best Product Person of 2018, Brian Crofts. > What new skill should I be honing right now to get ready for the future? Always invest in communication. Nothing is more important. Watch now and see why he is counted amongst the ranks of the best in product management. More to Come. The Best Product Person (TBPP) is the leading international award honoring excellence in Product Management.
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
Today, Apple releases the latest version of its most popular operating system, iOS (as well as the re-branded iPadOS), to hundreds of millions of customers worldwide. The 13th generation of iPhone and iPad software may seem incremental at first, but if you dig deeper there are some notable changes that may impact your app and business. Our work at Rightpoint spans industries and it’s important for our clients to stay abreast of these changes.
Some leaders mistake internal competitiveness for toxicity, opting instead to exclusively focus on collaboration. They avoid any internal ranking, out of fear that the workplace will become negative – or politically charged. This is the recipe for a mediocre sales team. Like a sports franchise, a top team should be both collaborative and competitive.
Increasingly product managers are expected to think and operate “strategically”, but, as this post will reveal, it’s a requirement that can lead to misaligned expectations and be full of traps for the unwary. Surely we’ve all noticed the increased emphasis on “strategy” as a core competency for product managers? Of course, keeping tactical work aligned with company goals and vision is a critical part of any successful product manager’s job , so this trend to ask for more
Excerpts from an article I was recently quoted in on customer feedback and product validation ( [link] ): Product managers have a tough job. They’re tasked with market and competitive analysis and laying out a product roadmap that delivers unique value based on their customers’ demands. What makes this challenging is that the needs and demands of those customers can often change, so ensuring that they build the right feature at the opportune time while keeping development risk low and maximizing
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.
Communicate your value as a product manager clearly and effectively to your organization’s decision-makers. What was your last performance evaluation discussion like? Did you get the raise you wanted? What about a promotion negotiation? I’ve messed that up more times than I want to admit. I expected my work to speak for itself. I wasn’t actively managing my career.
Your potential customers see dozens, sometimes hundreds, of marketing messages every day and everywhere: on social media, on their phones, on billboards as they drive down the street. But this kind of marketing has a low success rate. Why? It’s all about context. When a prospect is watching TV or running errands, they’re not thinking about what kind of software to buy for their business.
I’ve been building digital products for nearly a decade now. A few weeks ago, a friend messaged me for advice on becoming a product manager. We chatted on the phone and then I realised that I’m asked this question so often that it seemed a good idea to condense my thoughts into an article. So, I did, and this is it. Starting with the most common question… 1.
The processes you iterate on are those that you value the most. From pods to release cycles, what would you focus on? Watch and learn more from product management expert, Benny Reich.
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.
Product managers are in high demand across the globe. With a Master’s in Product Management degree, you’re poised to take on the top positions in emerging global tech hubs of your choosing. Discover your own product adventure.
Correlation and causality can seem deceptively similar. But recognizing their differences can be the make or break between wasting efforts on low-value features and creating a product that your customers can’t stop raving about. In this piece we are going to focus on correlation and causation as it relates specifically to building digital products and understanding user behavior.
Presently a partner at expansion stage venture capital firm OpenView, Ashley Smith has a long career of helping early-stage startups scale into successful organisations. In this episode, Ashley talks to our hosts about product-led growth, and how everyone can and should do it. Quote of the Episode. It really comes down to: listen to your customers and figure out what they want, and then build that thing – and build it really, really well.
What are the biggest benefits of being a solutions driven organization versus product driven? In a nutshell, a solutions driven organization does everything from the customer’s perspective first. That customer-first approach simplifies everything across product teams, marketing, sales and client services because customer goals and success metrics are the centerpiece.
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.
What does a Product Manager do? What are the different roles of a product manager? How does it differs in Enterprise vs. Consumer industry? What about MNC vs the Indian arm? What should a product manager do in the first 30, 60 and 90 days? We had Sanchit Juneja, Lead Product Manager, GoMerchants @ GoJek come over for the NextBigWhat meetup to present his insights as an experienced Product Manager.
In this keynote from #mtpcon San Francisco, Kathy Pham reflects on the importance of asking societal and ethical questions in product organizations and asks how teams and companies can be more accountable in the future. Kathy, who is a Fellow at Mozilla, Harvard, and MIT with over 15 years’ tech experience in product, engineering, data and leadership, asserts that product and ethics are increasingly important in a progressive society – the stakes are rising.
Data science has traditionally been an analysis-only endeavor: using historical statistics, user interaction trends, or AI machine learning to predict the impact of deterministically coded software changes. For instance, “how do we think this change to the onboarding workflow will shift user behavior?” This is data science (DS) as an offline toolkit to make smarter decisions.
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.
Sally Carson joined Duo as its first product design leader, just as the security startup was ratcheting into hypergrowth. Carson shares her roadmap for scaling the product design function, from advocating for design in an engineering-centric org, to setting up her team for success during rapid growth.
What is it that everybody does in the UX industry, but does it differently? Probably one of correct answers is the UX design process. In our field, it is not a surprising thing if there are differences in the ways we build up our UX processes – everyone can have their own methods. However, it is good to have a great guide about a well-tried UX design process which you can rely on.
I’ve been building digital products for nearly a decade now. A few weeks ago, a friend messaged me for advice on becoming a product manager. We chatted on the phone and then I realised that I’m asked this question so often that it seemed a good idea to condense my thoughts into an article. So, I did, and this is it. Starting with the most common question… 1.
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