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Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments.
Meet Brian Fugere , a pro whos navigated the high-stakes terrain of M&A more times than he can count. From surfacing hidden landmines during duediligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. Technology and processes? Brians advice?
Be clear on the reason why the meeting is needed. What’s the meeting about? Contrast this with a sprint reviewmeeting , which might help you determine if users can easily sign up for the product. Carefully consider who should participate in the meeting to achieve the objective you have set. 1 Set an Objective.
Relative to other standard roles defined in an organization such as Ops, Marketing, Tech etc., Often, this is due to resource constraints rather than a lack of understanding of a PM role. This includes Tech estimates (at least T-shirt sizing) and resources identified for the projects. Data vs Intuition.
She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth.
Basecamp exemplifies this approach by openly encouraging debate and dissent to refine their vision. If your meetings are full of nodding heads and no pushback, youre not making progressyoure just circling the familiar. Every meeting becomes a performance review rather than a space for creative problem-solving.
Additionally, you should review AI-generated answers rather than blindly trusting a tool, even if the results sound very convincing. Lack of Empathy While you can use sentiment analysis to uncover user emotions, AI-based tools are no replacement for meeting users and customers. Fourth, do you systematically review the product strategy?
Having worked on a number of large technology programmes involving the selection and management of strategic suppliers, I wanted to share my perspectives from the ‘buy side’ on how to build effective partnerships. Establish a regular cadence to review supplier service and performance metrics?—?this
At Headspace back in 2016, we had established our product roadmap and success metrics and our mission and vision, but teams were still confused about why we were working on the projects we chose. Product strategy sits in between the mission and vision and the plan, either at the company level or at the team level.
In my company, we review a living document with our management chain on a quarterly basis to align business direction for the short-term (immediate one to two quarters) to the long-term (two to five years). No formal stakeholder review as this is meant to be the first version that will undergo many iterations and refinements.
We had a large group of talented people – some who knew features and workarounds better than anyone else, some who were experts in technical concepts, some who excelled in project and relationship management, and others who had a deep knowledge of particular industries. The only problem? We were operating in silos.
For example, generate revenue or meet a profit margin, reduce cost, or develop the brand? What architecture patterns and technologies may be used? Meeting users and customers, at least in form of a video call, not only helps you validate your assumptions and develop new ideas. What makes the product stand out?
These are typically brand-new and young products as well as products that are experiencing a bigger change, for example, to extend their life cycle by addressing a new market segment or by replacing some of the technologies. Using a product goal addresses this issue: You only add an item to the backlog if it helps you meet the goal.
I had a strong roadmap, clear goals and a vision for the product. We would regularly meet to discuss the features required, what the customers expected. A production release was a distant vision. As we were getting closer to the end of the year, my senior vice president called me in, to review our progress against our goals.
I review strategies and roadmaps. 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. Other Times, it's due to a lack of skill set in product leaders. Lots of data goes into pinpointing.
Previously, in order to avoid becoming a bottleneck, I could review only high-stakes communications, like emails to the CEO or all-hands presentations. Of course, I’m still available to review work—and I do. And while this may sound like a chore (who enjoys being graded?), my team has found it invaluable.
Instead of sending status reports to stakeholders or having steering committee meetings, the individuals are now actively involved in progressing the product and they actively contribute to its success. The vision describes the ultimate purpose for creating the product and the positive change it should bring about.
It’s like driving a car with your vision blurred: You can’t see if you are heading in the right direction or getting closer to your destination. Measuring how well your product is doing at meeting its user, business, and product goals is great. Without KPIs, you end up guessing how well your product is performing. But it is not enough.
We’re pushing the boundaries of computer vision and machine learning. Training a computer vision model is very hard and usually requires an AI research team, but we wanted to make that problem accessible to anyone. Wyze’s tagline is to make great technology accessible. They felt like they were already part of Wyze.
For the last 18 months our team has been working to rebuild an existing system using entirely new technologies, methodologies, and a new development team. My company, Hindawi, developed a platform in the mid 2000s to allow academics to peer review academic papers online. It allowed us to put off migration and integration questions.
Instead, I review the lessons learned from myself and my team that created and launched the summit. 1:38] Summit Lessons Learned Meeting. Just like after a product launch, I conducted a lessons-learned meeting with the Summit team to discuss: What worked (best practices). That is what this podcast episode is about. Co-promoters.
But, it’s usually challenging to assess what’s the right way to go about it – how much of iteration should be that from user feedback versus founder’s vision for the product? However, I don’t necessarily agree with the idea that its user feedback “versus” the founder’s vision.
However, as technology continued to change and the pace of change grew, there was a recognition that a more formalized approach was needed. The second application in 2024 included an on-site review process, allowing the PDMA team to experience DFW’s innovation initiatives firsthand through presentations and an airport tour.
I have also witnessed a brand-new platform being retired, as it was overly complicated to use and did not meet the needs of the development teams that should have used it. Ensure that the Platform is User-Led, Not Technology-Driven. Treat the Platform as a Product.
Hold Regular Product Strategy Reviews. But as the strategy will change, I recommend that you review and adjust it at least once per quarter—as a rule of thumb. Make sure that you block the necessary time for product strategy reviews in your calendar. Use Collaborative Workshops to Review and Adapt the Strategy.
Freemium’s a great way to acquire lots of customers relatively quickly and easily, but the job of converting them to using a paid product is where the rubber meets the road. The beauty of the freemium model in an enterprise setting is that the supplier duediligence process is already much further along. Crowning the customer.
Meet the mentors…. Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
Align your vision and product strategy with the strategic direction of your customers business. Arrange the meeting : Agree on a shared date and time each x weeks for the meeting. Confirm the date of the first meeting and promise a release date for the agenda. Not locked in. It’s voluntary and members are free to leave.
You wouldn’t expect to find a Brand Studio at every tech startup, but then again, we’ve always enjoyed doing things a little bit differently. Previously on the show, we’ve taken you on a tour to meet everyone from our product management and marketing teams to our Sydney office down under. A world-class creative hub.
Organizations are trying to figure out how to use these technologies effectively while keeping employees productive and motivated. Uncertainty and Ambiguity in Adoption Integrating generative AI into existing work processes isn’t always straightforward.
Meet the mentors…. Paul is an experienced product management professional with over 15 years of experience in technology management and 10 years in product management. Prior to Medidata, Paul led product management and was head of technology at Centage Corporation, a budgeting and financial forecasting software company in Natick, MA.
Sample product goals are acquiring new users, increasing engagement, removing technical debt to future-proof the product, and generating revenue. To do so, choose the next product goal stated on the product roadmap, determine the features and functionality required to meet it, and capture them in the backlog.
A handy tool to formulate the strategy is my Product Vision Board, shown in Figure 2. Apply the checklist I have created for the Product Vision Board to ensure that your strategy is detailed enough. Should you stick with your strategy, significantly modify it, or no longer pursue your overarching vision?
Here are key criteria to consider: Strategic fit with company objectives Sales potential and market size Competitive landscape User experience and customer value Technical feasibility and complexity Financial metrics (e.g., Let’s break down these approaches and look at their pros and cons.
In the product planning model above, the vision describes the ultimate purpose for creating the product; the product strategy states how the vision will be realised; and the product roadmap states how the strategy will be implemented. You should therefore regularly review your plans and revise them.
It achieves this by stating the product’s target users and customers, the value proposition, the business goals it should meet, and its standout features. New technologies alone introduce change and uncertainty—think of the Internet of Things, Blockchain, machine learning, and generative AI, for example.
Achieving and Scaling Product-Market Fit: A Guide for Product Managers in Mid-to-Large Tech Companies Introduction As product managers in mid-to-large technology companies, you’re no stranger to the challenges of maintaining and scaling product-market fit (PMF).
Customers are mostly flexible with their car preferences due to the nature of the marketplace. AI Vision : Intelligently match customers with their ideal car through a sophisticated, single-prompt recommendation engine. So they look for automobile rental firms to suit thisneed. Image credit: Karena E.I
Let’s review everything your customer success team has to do in the absence of any customer success tools. Review scalability & adaptability : Lastly, pick a tool that can grow with your business and adapt to changing needs, allowing you to expand functionalities as your customer success strategy evolves. G2 rating : 4.4
Sarah Dayan is a staff engineer at Algolia , a “Search-as-a-Service” platform that helps developers build index and search capabilities into their own platforms through an API, and the host of two tech podcasts: Developer Experience and Entre Devs. How would she provide the right technical direction for the company? Brian: Super.
To own a product requires a strong vision for what it can become and achieve. Rest assured that whether you are a few years on the job or a few decades, your value as a technical and strategic leader is measured not simply by the length of your career but the quality and achievements to which you can speak to and deliver.
Having said that, it’s ok to address key UX and technology risks and evaluate important user interaction and architecture options as part of the discovery work. But the bulk of the UX design, user story writing, and technology work should be done after you have successfully validated the problem. I know that’s not always easy to do.
These might include acquiring new users, reducing churn, increasing engagement, improving conversion, and reducing development time and cost by removing technical debt. Then determine how the product has to change to meet the goal. Do you have to meet new or enhanced non-functional requirements including compliance standards?
Meet the Continuous Discovery Champion, Sandrine Veillet Meet Sandrine Veillet, Vice President of Global Product at WebMD. As the head of Medscape Professional Network Product Management, she defines and leads the vision and strategy for their healthcare professionals’ suite of products and manages global teams.
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