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How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers.
How an AI-powered fashion startup achieved product-market fit Watch on YouTube TLDR In this episode, we’re joined by Anya Cheng, former product leader at Meta, eBay, McDonald’s, and Target, and current founder of the AI-powered fashion startup Taelor. ” The problem?
Listen to the audio version of this article: [link] Product Teams: Benefits and Challenges A product team is a group of people who collaborate effectively, have ownership of a product , and are responsible for achieving product success. 1] Whats more, product people rely on others to help them progress their products.
“Product thought leaders talk about an ideal way of working. I realize that many product people have never worked in a product trio , don’t have access to customers, aren’t given time to test their ideas, and are working in what Marty Cagan calls “features teams” or “delivery teams.” product outcomes).
Speaker: Peter Taylor, Speaker/Author, The Lazy Project Manager
Peter Taylor will walk through the change process step by step, and look at a tried and tested transformation roadmap: benefits are outlined, solutions to common challenges offered, and tried and tested methods and tools provided. How to guide your management team and change agents on how to get productively business agile.
In addition to delivering a keynote at the Product at Heart conference (in case you missed it, you can find the video and transcript of that presentation here ), conference co-organizer Petra Wille also invited me to participate in a fireside chat at the Leadership Forum event. Introduction: What Is ProductDiscovery?
Taking charge of a product management team can feel like juggling flaming torchesthrilling, but also risky if you dont have the right game plan. Why the First 90 Days Matter When you lead a new product team, your opening move sets the tone. Your product managers wonder if youll champion them. Roger : Absolutely.
In the latest TPG Live session, Driving Impact Through Influence and Experimentation , we dived into strategies product managers can use to expand their influence, foster innovation, and navigate the evolving landscape of product management. Navigating Pushback Resistance to experimentation is a common challenge for product managers.
Stepping into your first productleadership role is a major change. You may find yourself less involved in the day-to-day work of discovery and delivery and more focused on higher-level strategy. And it might feel a bit lonelier than when you were an active member of a product trio. You can submit your story here.
March 25th: The What & Why of Continuous Discovery In this webinar, I’ll introduce participants to the continuous discovery framework I introduced in my book Continuous Discovery Habits. It’s also a great event to share with colleagues who are new to continuous discovery. Register here. Register here. Register here.
Last week, I was in Cleveland for the Industry Product Conference. I spoke about the three mindsets that help a team find success as a continuous discovery team. Becoming a successful discovery team. Product management is changing. Product managers are evolving from focusing on outputs to outcomes. Tweet This.
It’s true that discovery takes time. Interviewing customers , building opportunity solution trees , running assumption tests —these are all activities that take your attention away from delivery. But I’m also a firm believer that discovery doesn’t come at the expense of delivery. Teresa Torres: Hi, everyone.
– to come back on to the podcast and chat about how to make sure that, despite everything that’s going on, you continue to incorporate discovery into your practice. Then there’s the second piece of it: What’s the part of Discovery that’s going to stay stable over time? Customer Discovery.
Hello, Product Talk readers! It’s time for another installment of Product in Practice. In this series, we highlight the impressive work that forward-thinking product teams are doing. Find our other Product in Practice posts here. During her tenure as a data scientist, Lisa built two predictive products. Tweet This.
Leading a product team (or several teams) comes with its own set of challenges that’s often similar to but distinct from the hurdles individual product contributors face. That’s why it’s especially enlightening when you encounter a product leader who is willing to openly share the challenges they’ve faced. Teresa: Okay.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. Meet your co-presenters, productdiscovery coaches Teresa Torres and Hope Gurion. We are both productdiscovery coaches with Product Talk. Thank you so much.
For Mike Donovan , Senior Vice President of Product at Sauce Labs , the answer to that question is a resounding yes. For Mike Donovan, Senior Vice President of Product at Sauce Labs, the answer to that question is a resounding yes. Mike began his career as an engineer and transitioned into product about five years ago.
The beauty of continuous discovery is that there’s no single right way to do it. For example, while Teresa recommends creating a product trio that includes a product manager, engineering lead, and a designer, she acknowledges that some product trios might be made up of slightly different members. Tweet This.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. Laura and her team spend every working hour researching, designing, and experimenting with ways to measure and improve team velocity (while avoiding burnout). Product velocity is about speed and direction.
Case Study: Improving Data-Driven Decision Making for CSR Leadership Civian is a data-driven platform designed to help businesses measure, optimize, and showcase the social and economic impact of their investments in communities. Our Process To make our interviews more fruitful, we established specific research objectives.
You don’t necessarily need anyone’s permission to get started with continuous discovery. But at the same time, continuous discovery shouldn’t always be a solo activity. There’s a reason why Teresa often refers to the product trio : Continuous discovery is more effective when you avoid turf wars and bring in different perspectives.
Guest Post by: Daphne Garcin (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Chris Butler]. So we want to innovate and create new features for our product. Hypotheses are only useful if we test them (with customers), to validate or discard them. With our product, we want to make shopping in store easiest.
Guest Post by: Syed Abdullah (Mentee, Session 11, The Product Mentor) [Paired with Mentor, Bryan Postelnek]. I have worked on several products that were built with passion and vigor. Today the product is very successful. Nevertheless, the initial launch of the product was a complete failure. No one liked the product.
A longtime consultant, author and teacher, we grabbed him for a chat focusing on some of the lessons contained in his fourth book, How to Lead in Product Management. Roman’s new book is How to Lead in Product Management. The Product Experience is hosted by Lily Smith and Randy Silver. Quote of the Episode. Who is Rambo ?
I want to share a little bit more about the work that I am doing there as I think it’s relevant for people working at companies who are starting to adopt continuous discovery practices (in other words, many of you). Students learn the same design process I teach to the product teams that I coach. It will look very familiar to you.
A lot of product teams claim to be focused on their users. This is why Teresa talks about continuous discovery in terms of forming new habits. It’s not so much about becoming perfect at continuous discovery (because there really isn’t such a thing). Have a Product in Practice story you’d like to share with Product Talk readers?
Be Prepared to Look after People, Not Products. When you become a head of product, you move into a line management position. 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.
Being a product manager often feels like solving a puzzle without all the pieces. Here are three actionable strategies to tackle some of the biggest hurdles product managers face today. Move From Tasks to Outcomes It’s easy to get caught up in day-to-day tasks, but the best product managers stay laser-focused on outcomes.
In this episode of “ Product Excellence: Insights from Award-Winning Leaders | Strategies for Success ,” Drew Falkman shares the toughest lesson hes learned in product management: the importance of failing fast. What You’ll Learn: Fail Fast, Learn Fast: The value of testing quickly.
One of the most common responses I get when I talk about continuous discovery is: “That would never work in my organization.” But after working with thousands of product people and organizations of all kinds, I can tell you that everyone is capable of making progress on their continuous discovery journey. What Is Discovery?
This article assumes that you are familiar with the product vision board or the key elements of a product strategy : market, value proposition, standout features, and business goals. Vision Captures Product Idea or Business Objective. Cause : A confusion about what an effective product vision is.
Continuous discovery is more of a journey than a destination. If your sales team isn’t bought in, for example, they won’t want to sell your new product or feature. If your sales team isn’t bought in, for example, they won’t want to sell your new product or feature. Continuous discovery is more of a journey than a destination.
It’s no secret that engineers can be hesitant to participate in product trios. Or they might question how doing discovery is going to serve their short and long-term career ambitions. Do you have a Product in Practice story you’d like to share? The overarching goal of Ramsey Solutions products? You can submit yours here.
Each week I tackle reader questions about building product, driving growth, and accelerating your career. Below, you’ll find what I believe is the most actionable, specific, and straightforward framework for crafting a strategy, for both your product and your company. Subscribe now. So we teamed up to make that happen.
There’s a lot of debate in the product and research communities about quantitative vs qualitative approaches to metrics, so we sat down with Tomer Sharon (MD/Head of User Research and Metrics at Goldman Sachs) to talk about how he uses Google’s HEART approach to track what matters. Lean User Research.
Others have tried, but we’ve yet to find anyone else with her depth of experience (spanning stints as a developer, designer, researcher and product manager), her empathy for both users and stakeholders, her experience as a teacher, and her sense of humour. Building better products. How to work with designers. Sponsor us.
This team consists of a product owner , a Scrum Master , and several developers, which are also known as development team. Forming such a team connects the person in charge of the product—the product owner—with the people who design, architect, program, test, and document the solution—the developers.
Hello Product Talk readers, we’re excited to share the latest Product in Practice with you! For this story, we caught up with Sonja Martin , Product Manager at tails.com. A clear, desired outcome is the foundation for good discovery. Product manager Sonja Martin at tails.com experienced this firsthand. Tweet This.
Guest Post by: Magdaline Derosena (Mentee, Session 9, The Product Mentor) [Paired with Mentor, Andrew Hsu]. I discovered that I must research and understand the entire system and process, problem solve with my team, and share lessons learned. After researching the problem with my team, we came up with a solution.
Product Managers are bombarded with feature requests and ideas every day. Even in companies with profound product knowledge, they’re consistently asked to test those ideas in their daily routine. Here is why you shouldn’t do so as a product manager. [.]
How product managers can navigate leadership challenges Today we are talking about four leadership motions that enable increased organizational effectiveness and productivity and alleviate organizational friction, waste, and indecision. Sharing the four leadership motions with us is Janice Fraser.
” Product people hold on to this as a mantra – how else can we defend ourselves from random requests? Nick Christakis research. The Product Experience is hosted by Lily Smith and Randy Silver. Now the Product Director at Symec, Lily also runs ProductCamp in Bristol and Bath. Black Dog Institute. Talk to us.
Then, hearing the idea repeated — delete, delete, delete — I started to think about products in general and roadmaps specifically. Why do we leave in old features rather than trimming the product- holding onto them like that comfortably worn, cherished old sweater? Product teams would much rather build new stuff.
A few months ago, fellow Product Talk coach Hope Gurion and I sat down to discuss why there’s no single right way to do discovery. Welcome to “Why There’s No Single ‘Right’ Way to Do ProductDiscovery.” We’re both productdiscovery coaches with Product Talk. Find it here.
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