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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.
Productside | Product Management Courses & Training ProductLeadership, Rewritten: Season 3 Collection of Productside Stories What Todays PMs Need to Lead Tomorrows Teams Productleadership isnt standing still. Neha Bansal on the rise of product ops and how it unlocks clarity, consistency, and momentum.
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.
Speaker: John Mansour - President, Product Management University
You’ve come up with a winning productstrategy, everyone’s on board and energized, and you’re halfway down the path to execution only to have it submarined by something someone convinced your leadership was more strategic!
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).
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?
At this months TPG Live , we explored two of the most persistent challenges in productleadership: How do you build trust and alignment between enterprise users and buyers? How do hybrid product teams stay aligned and effective across time zones and work styles?
As you move into the new year you can help your product team prepare for success by exercising those productleadership muscles and implementing product management best practices. Here are our top tips for how you can lay the right foundations and get your productstrategy off to a flying start.
What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Look at leadership as an integral part of your job that is at least as important as updating the product roadmap and refining the product backlog. Leadership at Multiple Levels.
What’s more, do not de-prioritise your leadership work even when push comes to shove and you are pressed for time. Look at leadership as an integral part of your job that is at least as important as updating the product roadmap and refining the product backlog. Leadership at Multiple Levels.
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.
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. He challenges product leaders to stop thinking of change as a side project and start treating it like any other product rollout.
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.
B2C) Align roadmap structure with development methodology Balance customer needs with development capabilities Maintain appropriate levels of flexibility based on market type Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers.
In this ProductTank Wellington talk, Andrew Tokeley, ProductLeadership Coach, explains why strategy is a big part of trying to help product managers connect the dots and prove the value of what they’re working on and why many can struggle with lack of strategy. [.]
Wiz hit $100 million ARR within 18 months (the fastest growth in startup history) and, five years in, is generating over $500 million ARR. It also serves over 45% of the Fortune 100.
Get Your PM Leader First 90 Days template pack Download Now Days 3160: Align Strategy and Team Goals Refine or Create an Outcome-Focused Roadmap Strengthen Team Capabilities Continue to Build Stakeholder Buy-In By now, youve mapped out the biggest gaps: maybe no one updates competitive analysis, or user interviews are an afterthought.
Keep the other groups in Figure 1 informed about changes in the productstrategy and product roadmap , for example, by inviting subjects to bigger review/demo sessions and having one-on-ones with context setters. A better way is to co-create the productstrategy and roadmap with the key stakeholders.
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.
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.
Shobhit Chugh Watch Shobhits Full Tip on YouTube: [link] Want More Practical Product Management Advice? How I PM is a video series where PMs of all levels and backgrounds share real-world product management tipsfrom strategy and execution to leadership and mindset.
Don’t product managers need to be able to both manage and lead? In this piece, we'll delve into why product leaders should care about both. [.] Read more » The post How to lead your product – Part 1: Leadership and management appeared first on Mind the Product.
A practical framework for fostering safe, small experiments Ideas for encouraging learning while balancing delivery Case studies from real product teams navigating change and uncertainty Part of the Roadmap to Mastery Collection – available exclusively on The Product Way Patreon Unlock the article now: [link] Exclusive Access to Mastery This (..)
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. Are you ready to make the shift?
For the first two quarters, the area is strategy; for the last two, it is leadership. The first goal is about creating a new strategy, the second one talks about the product life cycle model, the third one covers decision-making, and the last one addresses active listening. Figure 2: A Product Mmgt Skills Model.
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?”
Product teams must understand not just the immediate impact of a new feature but also how it will evolve within a dynamic market over months or years. How Thinking Bigger Elevates Your ProductStrategy By applying systems thinking, product managers can craft more resilient and long-term strategies.
In this talk from ProductTank London, Susana Lopes (Director of Product at Onfido), talks about how Onfido moved from prioritising at the sprint & quarterly level to setting strategic direction and prioritise at a much larger scale.
The solution requires companies to institute two parallel career growth paths — one that focuses on people management and another that focuses on leadership as an individual contributor , often titled as staff or principal designers. Senior designers are actively involved in roadmapping and strategy conversations for their team.
Additionally, an inspiring vision helps you apply a visionary leadership style and become a visionary leader—someone who guides others through a big, motivating goal. Instead of referring to the product, state the positive change you want to bring about, such as “healthy eating.”. The vision pulls you.”. A shared vision unites people.
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 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.
For example, ensure that the individual product people are sufficiently empowered to succeed in their roles and establish a product-led way of working. What Happens When the Head of Product Determines the ProductStrategy? As you might have noticed, the list above does not mention determining the productstrategy.
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. Note that there is no perfect business strategy—just like there is no perfect productstrategy. How will you win?
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. 4] As you may have noticed I didn’t list the product backlog.
Well, th at’s the role of a productstrategy. My favorite definitions of strategy are the simplest I’ve found. The one I use most is this: a strategy is what we choose to do. A simple representation for our productstrategy. That is, how should we balance multiple, simultaneous priorities? .
As a product manager or leader, your ability to manage stakeholder relationships is as critical as your strategy and execution skills. In fact, those relationships have a real chance to make or break a project whether its a new product launch, productstrategy planning process, or any other project your product team is working on.
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.
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
A solid productstrategy takes time to build. Here is the method I use for creating a productstrategy that makes sense. When I talk to the startups I consult to , or with the CPO Bootcamp participants, I always say that building a solid productstrategy isn’t like solving a math equation.
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.
Influence and Trust as Leadership Building Blocks. Gaining the trust of the stakeholders, dev teams, and other product people is therefore vital so you can effectively align and guide them and achieve the desired outcomes. Measures to Build Trust with Stakeholders, Dev Teams, and Other Product People. Admit if you are wrong.
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