Remove Leadership Remove Vision Remove Weak Development Team
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Building a Great Product Management Organization

Melissa Perri

I then do various interviews with executives all the way to Product Management team members and surrounding functions. At the end of this review, I do a Product Leadership workshop with C-Suite and Product leaders, where I show them what good looks like, and they have a chance to reflect on where they are.

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Common Product Vision Board Mistakes

Roman Pichler

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. Additionally, such a vision is hardly inspiring. Target Group is (too) Big and Heterogenous.

Vision 312
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Everything You Need to Know about Product Portfolio Strategy

Roman Pichler

Their visions, target groups, needs, standout features , and business goals must comply with the overall portfolio strategy. [1] To get started, create your own Portfolio Vision Board by downloading and adapting the Product Vision Board or by recreating it in your favourite tool.

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A Learning Roadmap for Product People

Roman Pichler

For the first two quarters, the area is strategy; for the last two, it is leadership. For example, the guidelines I have developed for the GO product roadmap template directly apply to the roadmap in figure 1. This can help you tie individual learning goals to team and department goals. Creating the Learning Roadmap.

Roadmap 335
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Communicate Your Vision with an Internal Roadmap

The Product Coalition

Your vision of the future should bring clarity to your roadmap. That approach works fine until your sales team gets on the phone to tell a customer about the Next Big Thing. When you define a roadmap as a group of project commitments, you’ve set your team up for failure. It aligns business decisions with strategic vision.

Vision 118
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8 Tips for Collaborating with Development Teams

Roman Pichler

Manage the Product, not the Team. Focus on your job as the product manager or product owner, and manage the product, not the team. Treat the Team as an Equal Partner. The team members are not your resources but the people who create your product. Assume that the team members want to do their best.

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Be a Balanced Product Leader, Not a Feature Broker or Product Dictator

Roman Pichler

How do you best lead the stakeholders and development team as the person in charge of the product? One way to answer this question is to avoid unhelpful but common leadership styles. As its name suggests, this leadership style mediates between different parties and tries to broker a deal. Recognise Your Leadership Bias.