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While common sense suggests that managing a product without the right measurements is not a sensible approach, I’ve seen product teams who did not use any KPIs. Consequently, these teams relied on: Anecdotal feedback : “Customers love our product, they told me so.” Don’t forget to regularly review and adjust your KPIs.
As VP of Product at Amplitude, I get the opportunity to work with hundreds of different products teams every year?—?ranging So in the mode of Ben Horowitz’s classic essay Good PM/Bad PM , I’ve captured my thoughts on what I believe makes a good product team vs a bad product team. PM, Design and Engineering?—?are
The Vision as a Tool. At a minimum, a good vision needs to identify three things: the problem you are trying to solve, who you are trying to solve it for and what outcomes you want to meet (evidenced by a solid, meaningful KPI). The outcomes should be clear in the vision you have, as we saw above. Bullet dodged!
It helps your entire team rally around a vision and a set of outcomes, making sure everyone is aligned in reaching those product growth goals. How do you set a product vision? It helps you find product-market fit and gives your team direction. Strategy is made up of three elements: your vision, objectives and roadmap.
A Scrum Master should recognize that different stages of a Scrum Team’sdevelopment require different approaches: some, teaching; some, coaching; and some, mentoring. A Scrum Master’s principal objective should be to remove themselves from daily operations by enabling the Scrum Team to be self-organizing. A cross-functional?—?be
A lack of trust from developers and engineers creates endless second-guessing, challenges and sometimes even a refusal to follow through on requests, which becomes a huge timesuck and morale destroyer. If the executive team doesn’t have faith in product management, ideas are likely to be ignored, plans overruled and cachet denied.
That’s why we partnered with Klaus , the conversation review and QA platform for support teams, to get a deeper understanding of what “quality support” actually looks like. Together, we surveyed hundreds of CX professionals, team leads, managers, and executives to get a deeper understanding of how they measure and improve support quality.
I’d like to share some of our team’s experience in this area and how we’re deriving value from it across the organisation. In our team we call the activity of getting face time “market interactions”. Now I know that many of you just had a thought about how measuring on number of visits is a bad thing.
Where charismatic leaders rally the troops around an ambitious vision with a massive potential payoff. It’s not sexy and won’t land the leadership team any TED Talks. Yet the customer experience continually improves while KPI targets come into view. The product vision defines where the business wants the product to be.
Perform a SWOT analysis, identify the strengths and weaknesses of your top competing products, etc. You may want to learn who your top competitors are, their value proposition , and their weaknesses. Can you help me with a list of the top 3 competitors in this space, their value propositions, and their weaknesses?
Bringing team members together, organizing user research, product demos, road mapping and more. You should know your company’s broader vision, objectives, target, and KPIs inside out and constantly view your product through the lens of this wider context. What features are most important to them?
So I decided to write a complete guide on getting your team from where they are, to fully using OKRs in 30 days. How to have meetings with the team, what to cover, how to get low performing teams back on track and then how to persuade everyone in the company to use them too. I also make sure to cover the more human elements.
Chief Technical Officer : Responsible for outlining the company’s technological vision, implementing technology strategies, and ensuring that the technological resources are aligned with the company’s business needs. They also manage finances and supervise one or more engineering teams. Average salary: $196,172/yr.
The Power of the Elastic Product Team—Airbnb’s First PM on How to Build Your Own. Learn how Airbnb created an elastic product team that helped them get to where they are today. While he talks mainly to entrepreneurs about slow, steady progress and growth for their companies, you can apply his tips and advice to product development. #5
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. They’ll interpret the data results and surface them to the product team to make the next call.
Product strategy should help you decide which problems need to be solved to make your product vision a reality. In product development, necessary actions and emergent information is rarely obvious or clear, which is why we need inductive reasoning. Do this often to reorient teams where and when necessary.
Let’s face it, most organizations have poor habits around roadmap completion — this is why getting leadership (or stakeholders) to develop consistent, stable and familiar routines reinforced through repetition and communication is valuable. It might be time to make your CEO provide a clear vision.
If you missed Part 1, we covered the “why” behind creating a strategy stack, with a focus on the Mission, North Star, and Vision. The Vision evolves over time, and is an inspirational guide for the company's future. The Vision evolves over time, and is an inspirational guide for the company's future.
Where charismatic leaders rally the troops around an ambitious vision with a massive potential payoff. It’s not sexy and won’t land the leadership team any TED Talks. Yet the customer experience continually improves while KPI targets come into view. The product vision defines where the business wants the product to be.
These kinds of questions evaluate your ability to think and work through technical dependencies, product context, execution strategy, and impact on a team. Cross-functional Partnership : As we mentioned, technical program managers sit at a crossroads between many different teams and departments. Let's take a look!
Giving your CS team is dependent on your company values and needs. As Customer Success Operations becomes central to most companies, the growth of the CS team and professional role is leading to an opening of the profession. They carefully chose the talent on their teams to suit their needs. Complex and fast?
I realized that that wasn’t really gonna happen I’m very very bad at competition. And like the warmups and practice, I could see that I was kind of… you can kind of know how good you are on the team [00:04:00] in the warmups. What’s the sort of business indicator, what is the business KPI that affects?
Guest post by Angus McDonald, Senior Product Manager at Terem Technologies, and Kayla Li, Delivery Manager at Terem Technologies Word from Scott: Over the years we’ve helped many different teams uplift in different ways. Read on for the Product Development Health Check Playbook written by Angus McDonald and Kayla Li.
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