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The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership.
Listen to the audio version of this article: [link] A ProductStrategy System The productstrategy system in Figure 1 consists of four main parts: people, processes, principles, and tools. Having said this, the system in Figure 1 captures the specific productstrategy approach Ive created. [1]
Drew discusses his passion for ideation, his transition to remote product management, and how he now helps organizations fine-tune their productstrategy. If you’re interested in digital transformation, remote work, and product innovation, this episode is for you.
The discussion reveals how product management has evolved since 1931 and highlights the importance of clear role definition to prevent job frustration. The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development.
Scaling a product isnt just about selling moreits about refining product-market fit, unlocking the right growth levers, and making sure your go-to-marketstrategy actually aligns with what your customers need. Rachel shares how shes helped SaaS products scale from $1M to $10M in a year.
A four-layer framework to create a winning productstrategy Today we are talking about creating productstrategy. Bob is the author of the book Creative Strategy Generation. I first heard of Bob when he was the president of Sequent Learning, the product management training company. Our guest is Bob Caporale.
I became a product manager because I wanted to take a more strategic role at my company. First, I did not know how to frame, develop and present productstrategy in a systematic way, and second, as a startup, my company has not historically had a good track record of strategy being developed outside of senior management (read: founder).
Companies that want to stay relevant need to solve real problems, adapt faster than the market, and lead with clarity across silos. In this post, were exploring the conversation we had in one of our Productside Stories episodes this season with Joeri Devisch , a veteran of product, technology, and transformation work at global companies.
You rely on them to design, implement, market, sell, and support the product. The stakeholders come from different business units, for example, marketing, sales, support, and service for a commercial product. Leadership at Multiple Levels. In other words, you are not their boss.
You rely on them to design, implement, market, sell, and support the product. The stakeholders come from different business units, for example, marketing, sales, support, and service for a commercial product. Leadership at Multiple Levels. In other words, you are not their boss.
How product managers can empower teams to create a winning productstrategy. We hear a lot about strategy and that product managers need to create a productstrategy. In practice, what does that mean and how does a productstrategy help you be more successful? 2:31] What is strategy?
I worked closely with a seasoned board member to trace this back to a lack of productstrategy—both articulated and aligned. With her help, I wrote the first strategy document for Headspace, which eventually led to the complete reimagination of Headspace , maximizing growth for our guided mindfulness product and adjacent spaces.
However, product managers often face even greater challenges when navigating high-stakes situations with senior leadership or dealing with conflicting priorities across departments. These moments can be politically challenging, as they require balancing the immediate demands of stakeholders with long-term product goals.
Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall productstrategy and team, and ensure that products are delivered to market. Restructuring the Team. Resource management.
One participant worried: Leadership is anti-product. Their biggest complaint is usually that product managers add no value. If they see your decisions are driven by actual market feedback, youll start earning trust. Or if your dev team never sees market data, start a quick monthly market update.
In this episode of How I PM, we hear from Shobhit Chugh, Product Manager at Google (and improv enthusiast ), who shares his top approach to building and sustaining momentum throughout the product development journey. Shobhits 3 Momentum-Building Tips: 1⃣ Celebrate Market Wins: Don’t let success go unnoticed.
Traditional View Modern Reality Product manager as primary decision maker Product manager as skilled facilitator Information flows through PM as central point PM enables direct cross-functional collaboration Focus on authority and control Focus on influence and alignment Today’s product management landscape has evolved significantly.
Raaz took on the CMO role despite having no marketing experience. Unlike product management, where a misstep could haunt you forever, marketing allows for rapid experimentation. Wiz hit $100 million ARR within 18 months (the fastest growth in startup history) and, five years in, is generating over $500 million ARR.
1] They might include senior management, marketing, sales, service, operations, finance, and HR. 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. I refer to this group as key stakeholders.
There are a million and one things that go into creating a market leading company. But products are the nucleus, and that means marketleadership starts with product management. There are the obvious things product management does. To some product managers, market is synonymous with users.
This month, we’re focusing on all things ProductLeadership. Before we start diving into the ins and outs of leadership in Product Management, it’s important to ask and to understand what we mean by ProductLeadership. they’re in a Productleadership role. they’re a thought leader.
A strong productstrategy is often neglected because of the absence of any strategic thinking in product teams. What can product managers do to make sure they give their productstrategy the attention it warrants? But today many, if not most, product teams fail this very first test. Sound familiar?
Consequently, your focus shifts from managing a product to looking after the product people on your team and empowering them to do a great job. Grow Your Leadership Skills. Carrying out the relevant product discovery work and taking into account product ethics.
To effectively staff the product team, I recommend including the people shown in Figure 1. [1] 1] Figure 1: The Product Team Members Let’s look at the product team members in Figure 1 in more detail starting with the person in charge of the product.
Business Strategy vs. ProductStrategy. A business strategy describes how a company wants to achieve its overall aspiration and create value for its users, employees, and shareholders. This includes determining if a new product idea should be pursued and how much money should be spent on an existing product.
In product ecosystems, this means that one small tweak to a feature can have significant effects on other features, user experience, or even marketingstrategies. For instance, customer feedback (output) might shape product improvements (input), which in turn affects future feedback. Let’s talk in the comments!
But product management at the lower levels is still an individual sport, while productleadership at the highest levels is a team sport. They learned how to play the team sport called productleadership. The productstrategy plays a critical role here. Make the business game your own game.
How marketing and product management work together. Turns out if you ask 50 different people what marketing is, you’ll hear 50 different answers. That is what our guest did to investigate what people think about marketing and how it fits into the work product managers do. 7:06] How do you describe marketing?
This article assumes that you are familiar with the product vision board or the key elements of a productstrategy : market, value proposition, standout features, and business goals. More Information : Market Segmentation Tips and Strategize , pp. Many Needs but No Compelling Reason for Using the Product.
Without it, product teams become feature teams focused on outputs and not outcomes. We started working with the product teams on how each tool – productstrategy, OKRs, and roadmaps – should be used so that we could merge them together. What aligned roadmaps and OKRs together was the productstrategy.
Instead, you rely on the contributions and the support of the key stakeholders , the development team members, and possibly other product people who help you manage a large product. For example, the marketer has to create the marketingstrategy, and the development teams have to design and build the product.
At all of them, I start understanding the current state of Product Management. I then do various interviews with executives all the way to Product Management team members and surrounding functions. I review strategies and roadmaps. I wanted to share with you the framework I use when doing this.
As a result, I’ve come to value 5 different aspects of productleadership. Aspects which are more on the human skills end of the spectrum and vastly different from being a Product Manager. Shift #1: A leader of leaders The two top things I’ve head people reply to the question “how do I move into ProductLeadership?”
To make the duties more accessible, I have grouped them into four sets: people management, processes and tools, business strategy and organisational development, and self-leadership. Be aware that there is no one right way to apply the head of product role or a golden standard for doing the job. Self-Leadership.
They started to see the value. -- 2011: "Product reports to the VP of Engineering." 2019: "Product reports to the CPO." We started seeing the need for productleadership, even at the largest of companies. -- 2011: "What is a user story?" ProductStrategy = Company Strategy in this case.
You might not know, for example, which marketingstrategy is most appropriate or which sales channels are most effective. Consequently, you’ll benefit from the input of a marketer and a sales rep. You need the stakeholders’ active contribution to progress the product and reach the product goals.
Paul acquired the breadth of experience through his leadership roles at San Francisco Bay Area startups and high-growth companies. He helps rapidly scaling early-stage startups craft their ProductStrategy and everything related to it. I eventually got fired as a product manager. Not really.
In this series, I look at what I wish I had known when I started as Head of Product… Summary Understanding strategy allows you to effectively delegate, motivate and align so you can move from a nice boss to an effective leader. There’s no separate ‘productstrategy’ from company strategy?—?strategy
He is an author, speaker, and product coach. His market and technical savvy allowed his career to develop from Product Manager to Chief Marketing Officer. Steve is the author of Turn Ideas Into Products and co-creator of the popular Quartz Open framework. Interview the VPs of sales, marketing, etc.,
You need this person to not just prioritize, but make a productstrategy. A senior Product person’s job is to help you create and deploy that strategy in a way where every team member can easily make a prioritization decision on a day to day basis. using hard data from the market, customers, and financials?
When my plans to delete were deleted I’ve tried many tactics to make space for ‘maintenance’ activities on product roadmaps, including declarative statements like ‘40% goes to product health’ backed by capacity plans. Then, out of left field, like a slap to the face, marketing said — “But what if someone wants the feature.”
In this role, Gaudio drives the strategy behind roadmap management, agile product development, and cross-functional communication. Prior to Vydia, Gaudio built and managed the marketing team at video Ad Tech company, Yashi, which was successfully acquired in 2015 for $33M cash by Nexstar Media Group. The Best Product Consultant.
Leadership without authority is product management 101. But as a product executive, you must take it to the next level — and this time use it with the entire management team. Image by Denis Doukhan from Pixabay In the CPO Bootcamp we talk a lot about productstrategy.
The Eight Core Elements of a Winning ProductStrategy “The essence of strategy is choosing what not to do.”?—?Michael After what seemed like months of work, our product was emerging from stealth mode. The leadership team finally agreed on the vision. We knew our market inside and out. Back to the dilemma?—?As
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