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What is the Product Vision? The product vision describes the ultimate purpose of a product, the positive change it will bring about. As the product vision, I could then choose “help people eat healthily” or just “healthy eating.” What Makes a Good Product Vision? Who Owns the Product Vision?
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.
Building the Foundation for Product Vision This activity serves as a bridge between problem validation and product vision development. By identifying and validating solutions before creating a product vision, product managers ensure they’re building on solid ground rather than assumptions.
Be clear on the reason why the meeting is needed. What’s the meeting about? Contrast this with a sprint review meeting , 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.
Behind every great product there is not one but many people, all of whom work tirelessly to combine technology and design to solve customer problems and meet business needs. It is the PM who is responsible to lead the product team, collaborate with designers and engineers, and drive value to bring the vision to fruition.
“Our vision is to be the best!” If you’ve ever sat through a company strategy meeting and left with your head spinning, you’re experiencing a common problem. First, there’s the vision – those sweeping statements that try to inspire but end up saying nothing. Start with these questions in your next meeting. Everything!”
These interactions weren’t just about immediate product needs – they focused on building long-term partnerships and ensuring customers saw value in the product vision and roadmap. However, she still needed to learn the company’s products, technology, and internal language.
Lead with Influence : Align teams, shape strategy, and drive organizational vision. Foster a Product-First Culture : Build collaboration, transparency, and a shared vision from day one. Meet the Roundtable Experts We were joined by two outstanding product leaders: Aarti Iyengar , Sr.
Everyones Pulling in a Different Direction When theres no shared vision, product, engineering, and business teams fill in the blanks differently. Tom put it this way: A storyboard is worth a thousand meetings. When people see the vision, they align faster. Heres why it works: It makes the abstract concrete. It aligns quickly.
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 due diligence to bringing entire product orgs under one cohesive vision, Brians got the battle scarsand the winsto prove it. People issues come first. Technology and processes?
Some view it as the product vision , others equate it to the product’s value proposition. This helps me choose the right product goals and it ensures that meeting a product goal is a step towards creating the desired value for the users and the business, as figure 1 shows. Figure 1: The Product Goal in Context. Figure 2: Sample Goals.
Meet Each PM individually to see where theyre swamped or excelling. Team Values & Vision : If you inherited a scattered crew, anchor them with a unifying statementthis shapes how you collaborate, decide, and deliver. The biggest trap is to fix everything before you even know whats broken or whos on your side.
While strategy, vision, and execution are critical, there’s a powerful leadership principle that’s frequently overlooked: gratitude. This type of culture can be nurtured by encouraging peer recognition programs or dedicating time in meetings for team members to acknowledge each other’s contributions.
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.
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.
And what’s their relationship to the product vision and the product backlog? At the heart of the model in figure 1 are four artefacts: the product vision, the product strategy, the product roadmap, and the product backlog. The product strategy communicates the approach chosen to realise the vision and to make the product successful.
I like to think of a product strategy as a high-level plan that helps you realise your vision and achieve product success. A handy tool to capture the product strategy is my Product Vision Board shown in Figure 2. Luckily, there is a solution: Using a validated product strategy that provides the input of the product discovery work. [5]
But most of our high value work is concentrated in a few areas: thinking about product vision and strategy, piecing together various forms of input to figure out priorities, looking at product from different angles, preparing for major meetings to make sure they are productive.
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. Without further ado, let’s head over to meet them in our San Francisco office. What follows is a lightly edited transcript of the episode. A world-class creative hub.
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). 6:41] Vision: Anytime we’re thinking about a product, vision is a very important aspect of planning to get the team on the same page.
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.
You have to work with different stakeholders to define the product vision and strategy, define the set of features that the product will have and figure out a rollout plan. Define Product Vision and Strategy. I recommend you also add to this board the product vision as suggested by Roman Pitchler’s Product Vision Board.
He has also been a long-time supporter of the University of Iowa Institute for Vision Research, which is creating cures and solutions everyone can afford for vision diseases. Innovation is people, culture, vision, and execution. 9:10] What tools do you use to understand and meet customers’ needs?
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.
Be aware that overall, the one-on-one meetings can take some time depending on the number of people you want/need to meet, so plan those accordingly. For the first meeting that can be about almost anything, the agenda is optional. If you have the opportunity to visit/meet your customers do it! Play with the product!
Ultimately, the key is to remain adaptable and solution-oriented, ensuring that the product vision is realized while keeping stakeholders engaged and invested in its success. With the right approach, even the toughest stakeholder challenges can lead to stronger partnerships, clearer strategies, and a more cohesive product direction.
Edwards Deming Application Questions Looking at your last three product launches, how could you identify where systemic issues caused compromises to the original innovative vision? He outlined two main approaches that product teams can implement. What patterns emerge about which systems (manufacturing, sales, marketing, etc.)
To successfully manage your product and maximise value delivery, you should use additional artefacts including the following five: An inspiring vision that describes the ultimate reason for offering the product; A validated product strategy that captures your approach to realise the vision and make the product successful.
Product Managers (PM) need to effectively communicate product vision, strategic roadmaps and concepts to a variety of different stakeholders through the different stages of the product life cycle. This may help help to reduce your 20+ person meetings into small group meetings of under 10 people only.
However, the reality sets in when they find themselves in meetings with actual CEOs, who have strong opinions and an intimate knowledge of the business. Here’s an example output from the GPT: While we wait for everyone to join our weekly team meeting, I’ll pull up this GPT to generate a discussion question for the team.
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.
Don’t just copy a vision statement from someone else; make it real for your company and the people involved in your company. [19:33] In other words, seeking knowledge outside the walls of the organization to meet the business goals. You must develop organizational identity from a personal perspective within your company.
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. I meet with those volunteers at least monthly to listen to their opinions and make them feel like Wyze employees.
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.
Leaders of product management need agility, influence, trust, empathy, and motivating vision. 17:30] Tell us about product vision. Product vision is an inspirational goal that describes the positive change that the product will bring about. Instead of helping meet a need outside your job, investigate the real cause of that need.
Invite the individuals to product strategy review meetings and sprint reviews. Having coffee or lunch together and checking-in at the beginning of meetings can be effective ways to help people get to know each other. Finally, don’t forget to hold people accountable for meeting them, assuming that they have agreed to them.
” When it appeared we were getting stuck trying to create a plan for the next big thing, he would tell me to schedule a meeting to make a plan for the plan — a meeting to discuss what would need to go into a plan since we don’t yet really know what the plan should be. Consider your launch vision and goals.
She guides product leaders through defining their personal product vision then taking the right steps to make it a reality. Connection—help people feel connected to each other and the larger mission and vision of the company. When you meet that person, get to know them. When you meet that person, get to know them.
For example, ensure that the individual’s role and responsibilities are clear; help the person grow as a product professional, be it by coaching and mentoring them or by encouraging them to attend training courses; offer clear and helpful feedback and hold them accountable for meeting agreed goals. Second, develop the product management team.
It is much better to think ahead and innovate to create products that fit into the bigger vision of the company. In roadmapping meetings, everyone should be engaged in refining it. By the time the client asks for something “new”, all your competitors probably already have it too. Step 2: Understanding Client Needs.
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. At the end of 2015 I was in the worst nightmare of any Product Manager. We were making great progress.
Participating in scrum meetings. What you don’t need to worry about is defining the product vision, creating the strategic roadmap, determining market need and financial viability, etc. The vision and product direction have nothing to do with the products themselves. Writing functional specifications. Functional testing.
Other companies that are well-versed in role definition usually need help in the Product Strategy and Product Operations department as they scale.The Product Strategy category is a frequently weak area - sometimes not due to the quality of the vision and strategy, but to the way it's deployed.
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