What Users Want: How and Why to Build Knowledge into Your Product

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Usage data allows PMs, the product team, and the whole organization to make better decisions. Good usage intelligence gives you the ability to be smarter, more active, more decisive, nimbler, and to minimize risk. But what if you don't have that data - such as before you have users? Or, what if the right decision seems to fly in the face of the data you have? Or, what if your product offers more than just the standard features?

To get deeper into these questions, Nils Davis asks, "What is the most interesting thing about Instagram?" (Because who doesn't like a product that Facebook paid $1 billion for when it had fewer than 50 employees and no revenue?) Nils will use the example of Instagram’s Filters to talk about how putting prebuilt knowledge in your product can change the way your product is used for the better - putting you in the company of most market-leading products. Finally, he’ll tie it all together by explaining how the way you interpret and use usage data can impact the way your tell your product’s story, and ultimately, how your users use your product.

In this webinar, we’ll cover:

How to build a hypothesis about how your product will be used
How to interpret unexpected usage data and unexpected product uses
How to use data to tell your product’s story
And more!

November 1, 2018 11:00 AM PST, 2:00 PM EST, 6:00 PM GMT

Brought to you by:

Nils Davis, Principal, NPD Associates

I think I was born to be a product manager. I like to have my fingers in everything, and I love working with people and teams to help them achieve great things. I started in high tech as a technical writer. Some of my colleagues suggested product management would be a better use of my talents for persuasion and communication, combined with technical credibility.

I started doing enterprise software product management in that long ago time when there were no classes or books on PM. I always wished I had the “secret” handbook about product management to help me get over the humps. Instead, I was lucky to work with excellent mentors across my career, who taught me about finding marketing problems, driving the creation of solutions, and taking the solutions to market effectively.

Product managers are ultimately responsible for delivering products that create value in the world. My ultimate goal is to help us all create more value by ensuring every product is a solution to a meaningful market problem. And that every team creating and selling products is as effective as they can be. In my new book, The Secret Product Management Handbook, I’ve shared a lot of what I learned on how best to achieve this.

Product Management Today