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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. In this episode, Mike will take us through the steps he led product teams through during his AI Design Sprint workshop.
OKRs are a great tool to drive a product team in the direction of the business strategy, but they can also be a means of motivating product teams. Product Director Ayesha Farhat shares a framework that she has used for product OKRs. A framework for workshopping product OKRs appeared first on Mind the Product.
How serial innovators transform product management Watch on YouTube TLDR Navigating innovation in mature organizations requires a unique approach that goes beyond traditional business strategies. This means moving beyond rigid processes and embracing a more flexible, human-centered approach to product development and organizational strategy.
Here are three actionable strategies to tackle some of the biggest hurdles product managers face today. Use frameworks like RICE (Reach, Impact, Confidence, Effort) to create a shared language around decisions. Templates and frameworks can save hours of reinventing the wheel. Bring stakeholders into the process.
The individuals whose buy-in to strategy and roadmap decisions is crucial are the players: They are interested in your product, as they, for example, will have to market and sell it. Decisions related to a new or significantly changed strategy have a very high impact. I refer to this group as key stakeholders.
Incorporate diverse viewpoints into product strategy 4. Product-as-Channel Environment Traditional businesses with digital components Product serves as one of multiple channels Need to align with broader business strategies For example, Francesca contrasted a digital marketplace with a luxury retailer like Gucci.
It is overwhelming when you get into hyper-growth mode, and it requires process and strategy to continue the success and growth. Below is an overview of the main problems I ran into, along with our framework for addressing them and sustaining our innovation and growth. Challenges due to hypergrowth. User feedback, metrics.
Break down standardised processes for all and everything Well, there’s nothing wrong about a framework, if you know how to handle and adapt it. Workshops for the sake of workshops on an operative level are not the big thing. There are a lot of factors, that have a high influence on your success. in quality as well as in value.
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no product strategy at all. As there is no strategy, objectively assessing the impact of the requests is virtually impossible. The strategy is therefore either too big or too narrow.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective product strategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
The Discover, Analyze, Create, Develop Design Thinking Framework for product managers You’ve heard about Design Thinking or even tried it. It is a simple-to-understand tool for solving problems, developing strategy, and most commonly for us product professionals, for developing a new product or service.
You have to work with different stakeholders to define the product vision and strategy, define the set of features that the product will have and figure out a rollout plan. Define Product Vision and Strategy. You should think about including designers, developers, and even potential users to this workshop to encourage collaboration.
Let’s look at where these terms and disciplines originated from and how some common frameworks explain them. That was until I had my first experience teaching Product Management at a company using the SAFe framework. I was doing a workshop for a very large bank when one of the attendees chimed in.
I recently led a workshop for an organic tech farm startup that wanted to set its foot online for selling organic food to B2B customers. I have some takeaways and learnings to share that I covered as a coach for their onboarding strategy. Let me walk through the entire workshop in the phases with its results.
Our goal was to define how we would set and communicate the company strategy, and how that strategy would lead OKRs and backlog definition. Product (and company) strategy is the backbone that guides product goal-setting and roadmap definition, although it’s sometimes overlooked or confused with having a vision.
This usually doesn’t require in-depth technical skills like being able to write code or understand how a specific machine learning framework is used. But if nobody has had time to learn about the technology in general and research specific machine learning frameworks, you’re probably months away from offering a similar feature.
I wanted to share with you the framework I use when doing this. I review strategies and roadmaps. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are. Lots of data goes into pinpointing.
Obstacles standing in the way of executing the strategy. Even with success metrics, you need more context about WHY those metrics are critical to the customer’s strategy. Contact us about a hands-on workshop (via web meeting) or enroll in Product Management University On-Demand and learn whenever and wherever it’s convenient for you.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and product strategy, as the model in Figure 1 shows. [1]
You see, the reason I started the Dear Strategy podcast was mostly to educate. Now, I’m sure I didn’t go about the process in exactly the most effective way, but, even so, that particular strategy has resulted in absolutely zero leads! But – remember – I’m a strategy guy! Now what about the new framework? Cue evil laugh].
We’ve developed a way to measure and address the challenges that prevent our R&D teams from performing at their best; we call it the High-Performing Teams (HPT) framework. We’re aiming for excellence at scale, and this framework will help us to continuously improve the way we work as our company grows. Setting our goals.
A UX workshop can help you gather the team and brainstorm to make better decisions. In a UX workshop, we share research results with the participants and let them come up with their own conclusions. Get everybody on the same page with a UX workshop. Persona workshop. A canvas is often a good tool to run a UX workshop.
The challenge lies in fostering effective collaboration without a clear social framework to guide these interactions. This framework provides a holistic approach to leadership, encompassing knowledge, action, and personal attributes. Unity workshop: Organize a team activity focused on aligning individual and collective purposes.
Before the advent of agile frameworks like Scrum , a product person—the product manager—would typically carry out the market research, compile a market requirements specification, create a business case, put together product roadmap, write a requirements specification, and then hand it off to a project manager.
If you thought there were a million ways to define product management, product strategy might have it beat by a longshot. Just think about how many ways product strategy is defined within your own organization. It’s the number one thing that makes product strategy both challenging and frustrating at the same time. Here we go.
As a way around this problem, companies often asked us to teach in-person workshops. First, workshops are overwhelming for students. Workshops are overwhelming for students. Second, in most workshops, students work on a case study. The teacher has moved on to their next workshop at their next company. Tweet This.
During the Definition process, a series of workshops are conducted to review the specific problem to be solved (or Job-To-Be-Done), understand what can be done to fix it, design the physical and technical solution, and prepare for the development sprints to start. As-Is and To-Be scenarios) as part of these workshops.
Pre-Conference Workshops. You can book any of our six workshops to improve specific product management skills with sessions led by international experts in their fields: User Story Mapping (with Jeff Patton). Visual Thinking (half-day workshop with Britta Ullrich). Workshop tickets are on sale now with limited availability.
Often described as the ‘North Star’ or ‘flag in the sand’ from which strategy and tactics flow from and build towards, Product Vision keeps leadership in sync with the front-line who in turn look to the vision for motivation and decision-making. a 5-day period of workshopping, making and testing. Dan Pink’s Motivation 3.0
With the rapid rise of technology, resilience is also key in the planning of technology and digital strategies by CTOs and tech leaders. However, the topic of product strategy resilience rarely if ever surfaces when talking to product leaders about their product strategies. How Resilient Is Your Product Strategy?
Scrum is a simple framework with three roles: product owner, development team, and Scrum Master. In the worst case, the strategy is no longer valid, but you do everything you can to steam ahead, asking the team to push out more and more features. Three Types of Leadership. Each role provides a distinct type of leadership.
He has a Masters of Product Design and Development from Northwestern University and teaches Innovation Strategy internationally. When you do qualitative interviews to get the Jobs-to-be-Done, use a cognitive framework to organize the discussion guide. His work has informed over $1 billion in revenue growth for Fortune 100 companies.
In part two of this summary, I am moving to talk about strategy and leadership insights. But every now and then, for example, when I share the insights with my customers (many of them wanted to use our time together to simply hear how it was), I remember what a great privilege it was to attend this workshop, and I feel truly grateful.
This metamorphosis was not just a change in title; it was a profound realization of the impact that research and strategy can have on the very foundation of the products we create. Embracing Design Thinking principles, we conducted workshops to map out the entire user journey and identify pain points.
In this article, we’ll explore Mary’s journey, the strategies she used to reframe her experience, and the valuable lessons she learned along the way. Another critical aspect of Mary’s preparation was gaining a deep understanding of the product management process and the various methodologies and frameworks used in the field.
Here’s a straightforward framework for collaborative decision making that is founded in transparency and trust. Recently I ran a product planning workshop where we needed to decide which experiments to focus on to affect our conversion metrics. Product Decisions. Product decisions are either tactical or strategic.
Sometimes it’s driven by an innovation process or company strategy to grow. Often a corporate strategy team has assembled “an opportunity” that is based on a macro market trend or a problem faced by the business (e.g. “we Strategy 1. Usually, it starts with an insight into a market, customer problem or new technology.
Partnership Framework How to create effective partnerships The following is a list of principles to supplement standard procurement practices (RFPs, due dil, legals, supplier evaluations etc.). Make time during the procurement process for your execs to brief suppliers on top level business strategy and outcomes.
For example, if you are doing Product Discovery on a new major feature with an established, existing product in a large organisation, then you will likely have customer data, a strategy and OKRs. On the other hand, if you’re founding a startup or creating a corporate venture, then you likely won’t have a strategy, OKRs or customer data.
Most notably he led growth strategy at Creative Market (a global marketplace for design content that was acquired by Autodesk) and Hired.com. Can you could give us some insight into the thinking behind that strategy? We could rent out a venue and invite amazing designers to come out, tell their story and teach workshops.
Actions to Overcome: Clearly communicate the product strategy and roadmap, highlighting how each initiative ties back to key customer needs and business goals. Cover core concepts, frameworks, and tools, as well as soft skills like communication and influencing. Experiment with a new prioritization framework.
For once, I felt I knew not only where I was going with my designs on my project but also our strategy and how the tech was progressing in parallel. In a trio, I felt I knew not only where I was going with my designs but also our strategy and how the tech was progressing in parallel.
She’s an experienced facilitator of workshops, so at this year’s London #mtpcon she shared some practical ways to get teams to work together more productively. Many of the techniques used to run workshops can also be applied to the day-to-day running of a creative team, says Coward. Goals are collected and shared.
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