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For productmanagers, it’s even more important because we intersect with different people in different scenarios every day with the ultimate goal of aligning the product to the customer and the business. . Using existing behavioral and habit formation research, I developed and employed a simple and effective framework.
Guest Post by: Alex Hsu (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Addi Regev]. Why do I need a framework? A research conducted by Alpha UX found that 25% of ProductManager surveyed wished for a clearer product roadmap and strategy. But why did I choose this framework? Research article.
While it sounds simple, it is the most critical and often the most ignored part of the product development cycle. We will explore this subject in the context of Enterprise SaaS where a solution is expected to solve multiple pains and generally has a lot of moving parts and complex workflows. How To Do Enterprise SaaS User Onboarding.
As I strive towards becoming a product leader, I wanted to understand the best practises in productmanagement and in the process develop my own product philosophy. . This article explores multiple aspects of productmanagement. the ProductManager role is a rather recent phenomenon.
How productmanagers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software productmanagers.
Since product teams face new challenges, product leaders need to ponder how to evolve teams and support individuals across product organizations. Below is an overview of the main problems I ran into, along with our framework for addressing them and sustaining our innovation and growth. More About The Product Mentor.
As you gain experience as a ProductManager it’s likely you’ll eventually encounter a business scenario in which you decide to bring your product to a new audience. Learn how to make such repositioning a reality and some good frameworks that can help you decide when as well as how. Better Products.
Building a product is a huge responsibility, each feature you release takes time, focus and ongoing love. In a recent live stream from one of our mentors of The Product Mentor , Yossi Mlynsky, lead a conversation on this topic. Better Products. Better Product People.
In this post, I include three tips for productmanagers new to JTBD style interviews, written by someone (me) who just completed his first round of JTBD interviews. I’ve used the job to be done framework to clarify for other members of our team the problem we’re solving for customer. More About The Product Mentor.
Fundamentally, being a ProductManager is all about making sure that the right decisions get made, and for me the hardest decision has always been “what shall we do next?”. First we agreed framework for product decision making. We agreed that our number one priority had to be achieving Product/Market Fit.
The below image is a simple framework but it is a growth platform that helps in setting up startups, mid-size or even big enterprises. In due course, the startups need to invest a good amount of time in organizing the strategy and roadmap to track the product performance to get an early product-market fit and scalability.
The process of taking a product or a feature from idea to execution is a taxing proposition for any team to undertake. The goal is to encourage experimentation learning as a key way to building a framework that tests assumptions freely. There isn’t one individual responsible for a product’s success. Better Products.
Guest Post by: Julian Dunn (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Vikas Batra]. I became a productmanager because I wanted to take a more strategic role at my company. Thus, I arrived at the Product Mentor program with ambitions to learn strategy development from a seasoned product mentor.
Incorporating the analysis into product decisions. Customer segmentation is a powerful tool for productmanagers and marketers to draw an accurate picture of the customers. A really powerful framework is to continue asking ‘why’ until you get to the root cause. so that product decisions are not made in silos.
We became a so-lala product: So-Lala [zo la la] – German word for so-so or meh. The So-Lala Product epidemic. Similar stories have inspired new product and business development frameworks , thousands of articles, and numerous books. Companies simply ship too many poor products and features. Let’s go Agile!
I already discussed this situation with fellow productmanagers and shared my experience. I was suggested to try jobs-to-be-done framework. He encouraged to start user interviews to better understand their behavior and what value do we create with our product. More About The Product Mentor. The Product Guy.
Using a custom ChatGPT model combined with collaborative team workshops, product teams can rapidly move from initial customer insights to validated prototypes while incorporating strategic foresight and market analysis. By the time we launch, the market may have moved on from the problem we originally set out to solve.
It started as a site to share ideas and lessons I’ve learned in my career as a productmanager for enterprise software products. And it resulted in the Secret ProductManagementFramework , a better way to understand productmanagement. . The primary focus is new productmanagers.
When you first start as a productmanager at a startup, the routine can be jarring and exhausting. There is always more work than the people available to do it; when somebody doesn’t know who is the best person to do something and it’s urgent or important, the common answer is go to the productmanager. ProductManagers.
Guest Post by: Alexander Berry (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Brad Popiolek]. Many productmanagers, including myself, often reflect and think hard around the areas which they need to invest in to progress in their career; is it A/B testing, data analysis, go to market skills?
How productmanagers can make OKRs drive real results Watch on YouTube TLDR In my recent conversation with Ben Lamorte, the world’s most experienced OKR coach and founder of OKRs.com, we explored how productmanagers and leaders can transform their approach to Objectives and Key Results (OKRs).
Productmanagement comes down to discipline and process. Your next step is boiling that feedback into relatable buckets for the product and then deciding what to prioritize, what to not pay attention to and more generally: what to do. . A decision making framework that I use is. He is a ProductManager at Mastercard. .
There is one key tool used by successful customer-centric businesses that most productmanagers disregard. From a productmanager’s perspective, it’s important to focus on product-centricity, which means having a product or service that responds to customer needs and then getting as many customers as possible who have these needs.
It’s a change in approach that’s driven by demands for more agility and greater velocity from the time a problem is identified to the time that a product is released. . As firms move faster and pivot more, perhaps it’s time to reconsider how best to capture product requirements. What’s wrong with this picture?”
Mastering the craft of productmanagement is no easy task. I instead define a productmanager as driving the vision, strategy, design, and execution of their product. It's equally important for productmanagers to think about each of these four dimensions as having a concrete set of deliverables.
At the end of this, the candidate put together something that looked like the following: When I saw this, I immediately told the CEO, “this is not your VP of Product.” When you need to hire an executive ProductManager, a CPO or a VP of Product, you are at a moment in your company where you have a ton of choices.
Listen to the audio version of this article: [link] Introduction My first productmanagement job wasn’t exactly what you call a success story: I was part of a team that was called in to help with a new product development effort, and I ended up working with the lead productmanager.
The wondrous product was used by less than five percent of our entire user base. The launch of the kiosks failed because we failed to realize how the product risks pose a threat to the success of a product. In addition, choosing the wrong productmanagementframework added to the failure of the launch.
The reason why I like to share that is in today’s talk, we’re going to get into my continuous discovery framework. And I like to set the tone that this framework was developed and co-created with dozens of teams from all over the world. This is my framework. I teach an outcome-focused brand of productmanagement.
Your product’s value needs to be defined, delivered, and perceived as such by your customers. If this isn’t challenging enough, what your customers want and need varies based on their profile and maturity with your product. For example, when companies say that they want to start selling to enterprises, everybody nods.
Guest Post by: Ralph Bautista (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Chris Butler ]. There are several ways to get into ProductManagement, the majority of folks stumble upon it by choice or because their organization needed to fill that role and you were the best candidate at the time.
The founders have filled the role of productmanager since the company was conceived and it is difficult for them to hand that management over. You will need to continuously prove that you are the right person to be owning the product and that you have not only the business but client’s best interests in mind.
It started as a site to share ideas and lessons I’ve learned in my career as a productmanager for enterprise software products. And it resulted in the Secret ProductManagementFramework , a better way to understand productmanagement. . The primary focus is new productmanagers.
It started as a site to share ideas and lessons I’ve learned in my career as a productmanager for enterprise software products. And it resulted in the Secret ProductManagementFramework , a better way to understand productmanagement. . The primary focus is new productmanagers.
Guest Post by: Tofi Buzali (Mentee, Session 6, The Product Mentor) [Paired with Mentor, Andy Wadhwa]. As a productmanager, it can be quite daunting to start a new software product from scratch. Based in Mexico City, he’s currently in charge of ProductManagement and Growth at Proscai. Better Products.
Mid-market and enterprise sales deals are undeniably complex. Successfully managing complex sales requires a different level of visibility into your deals. Act II: Building a visual framework. Approver: Growth productmanager. Informed: Marketing manager. Contributor: Sales lead.
Insights on roadmaps, metrics, OKRs, and more for productmanagers. In a few weeks, the name will change to Product Masters Now. You don’t need to do anything to keep listening, but I want you to know the name change is coming—The Everyday Innovator will be renamed to Product Masters Now. .
How serial innovators transform productmanagement Watch on YouTube TLDR Navigating innovation in mature organizations requires a unique approach that goes beyond traditional business strategies. It requires a unique approach that goes beyond traditional management techniques.
One of my goals at Product Talk is to showcase what good productmanagement looks like. Today, I’m excited to introduce a new series, Product in Practice, where I’ll profile productmanagers doing great work. To kick off the series, we interviewed Rachel Allen , Director of Product at Omnitracs.
The value assessment framework allows you to identify gaps in any of the value layers — definition, delivery, and perception. Photo by Iain Kennedy on Unsplash When I was a product lead at Imperva, there was a feature that engineering kept telling me required a rewrite. This concludes the value assessment framework.
Productmanagers (PMs) are ninjas of aligning people, management, and processes. No product tool or template can save you if you’re not killing it in these three areas. The best productmanagers are in a continuous state of discovery and know that?—? neither the product nor roadmap are ever static.
Guest Post by: Christopher Davis (Mentee, Session 4, The Product Mentor) [Paired with Mentor, Jonathan Berg]. As a productmanager, you’ll often find yourself with a growing backlog of user stories and product defects that need grooming and scheduling. A robust ranking framework is key to answering these questions.
If you’re into building up or developing an organisation or you’re deep into agile coaching, sooner or later you might come around the question for a ProductManager and/or a Product Owner. Introducing ProductManagement means to install a discipline and to make the company product led and vision oriented.
A startup development team consisting of a productmanager and two offshore engineers was facing major challenges in meeting client deliverable deadlines – repeatedly. Story estimation :- The engineering team was fully onboard with estimating user stories using a complexity based framework. More About The Product Mentor.
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