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In this ProductTank London talk, new product and market growth consultant Laura Scanga shares some thoughts on how best to do this and which tools and exercises can be useful. The simple exercise of building personas is highly effective in ensuring customers are front of mind when you make decisions. Build Personas.
I am the Vice President of Product at Business Talent Group, where we help find really good freelance jobs for high-end consultants at very large companies. I imagine when you’re working with companies like those that you’ve consulted with over the years, you end up repeating many ideas over and over. Laura: Exactly.
Over the last three decades, across 10 full-time jobs and 150 consulting clients, I’ve headed up product teams 18 times (mostly as interim VP ) and helped another dozen companies choose their Head of Product. They come from professional services groups — which is all bespoke contracts and project management.
I identify as a coach and not a consultant. Ideally, this outcome is a two-way negotiation between an executive at the company, often a chief product officer, a chief design officer, a CTO, and the cross-functional product team. They didn’t know what to do with what they were learning.
These discussions often get very technical or theoretical: treating roadmapping as a purely intellectual exercise, where our secret ambition is for the world to admire our brilliant algorithms and decision criteria. So I assume that roadmap reviews will surface deeper concerns like…. “Why aren’t we getting more done?”
Consequently, many consultants responded to the increasing demand for agile practitioners, particularly from corporate organizations, by rebranding themselves. The purpose of the whole exercise is to start a conversation about what part of your agile transition is going well and where action needs to be taken.
So exercising is my best friend. And even with freelance contracts – even when on paper we’re contracted to work 20 hours and we’re paid for 20 hours, we are expected to work 60 hours. Olga : “Work-life balance has been a constant struggle for me. As well as some breathing techniques. So one needs to be selective.
To learn more about how real product leaders are approaching this challenge, I recently sat down with fellow Product Talk instructor Ellen Juhlin (who’s also a product coach, consultant, and Senior Director of Product Management at Orion Labs ). Who was deciding on that output? We had a huge list of things that we wanted to do.
Along with the founders (the CEO and CTO), most of the employees in the company at the time were developers. This is one of the most popular questions I receive from my consulting customers as well as CPO Bootcamp participants. and during?—?the the search process. But starting early is not enough. Here are my best tips.
And ultimately, what happens with the product that you’re maintaining that’s been around for a number of years is that you’re only improving it on the margins, you have to kind of launch a whole new version to really get in and like really exercise your skills. And we weren’t in that cycle with Basecamp at the time.
So all those people who say the CEOs have to get up at 5am 4am, and do 90 minutes of exercise and read 20 books, I woke up at nine this morning. Would you recommend that over and above the contract habits?” So it needs like that rest, and then kind of recovery, and then rest and recovery. Natalie Nagele. It is a benefit for sure.
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