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Traditionally, strategy and execution are often viewed as separate, sequential pieces of work that are carried out by different people. For example, a product manager might determine the productstrategy and one or more development teams might be tasked with executing it. I call these outcomes productgoals.
An effective productstrategy is key to successfully create, enhance, and manage a product. There is no point in worrying about the product details and writing user stories if a sound productstrategy is missing. But what exactly is a productstrategy? Figure 1: My ProductStrategy Model.
You can avoid these drawbacks by using a different roadmap type: a goal-oriented or outcome-based product roadmap. As its name suggests, this roadmap focuses on productgoals and outcomes, such as acquiring customers, increasing engagement, and future-proofing the product by removing technical debt.
In both instances, Id recommend using an overall portfolio or bundle strategy in addition to the individual productstrategies. If I were in charge of the suite, Id use a portfolio strategy that guides and aligns the strategies of Word, PowerPoint, and Excel. [1] Take Microsoft 365 again as an example.
In practical terms, involve stakeholders and dev teams in decisions that affect the productstrategy and the product roadmap —be it that you create the plans or that you make bigger changes to them. Then invite the right people to a collaborative workshop, no matter if it takes place online or onsite. Lead by Example.
For example, a productstrategyworkshop might have the objective to identify the key changes required to achieve product-market fit. Contrast this with a sprint review meeting , which might help you determine if users can easily sign up for the product. Assess productstrategy and adjust if necessary.
To build such a stakeholder community, try the following techniques, which I discuss in more detail in my book How to Lead in Product Management : Bring people together and have joint workshops instead of holding separate conversations with the individual stakeholders, see also the section below.
This includes a sound understanding of the market, the user and customer needs, and the competition as well as solid product management skills such as the ability to develop an effective productstrategy and an actionable product roadmap (as I explain in more detail in the article The T-Shaped Product Professional ).
Not tied to a solution : Despite its name, I recommend keeping the product vision free from assumptions about the actual product or solution. This allows you to pivot, to change the productstrategy and the product while staying grounded in your vision. Who Owns the Product Vision?
This means that nobody involved in the goal-setting process has any meaningful objections against the goal. A great way to engage the individuals is to invite them to a collaborative workshop, which may take place onsite or online. [4] You can learn more about using the GO Product Roadmap by watching this YouTube video.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the productgoals on the product roadmap to discover additional KPIs. Step 3: Add Health Indicators.
I therefore recommend applying a different product roadmapping approach and using goal-oriented roadmaps , which are also called outcome-based. As their name suggests, these roadmaps focus on productgoals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt.
Product (and company) strategy is the backbone that guides productgoal-setting and roadmap definition, although it’s sometimes overlooked or confused with having a vision. Without it, product teams become feature teams focused on outputs and not outcomes. Defining the North Star: A Full-day Workshop.
Organisational change and empowerment : Work with senior management, HR, and other business groups to implement the necessary organisational changes required to fully empower product people and leverage agile practises. Having an effective Scrum Master allows you to focus on your job—to maximise the value the product create.
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. Carrying out the relevant product discovery work and taking into account product ethics. Creating and validating a productstrategy including market and user research.
And, they might need to collaborate across the organization with a variety of product and portfolio leaders if the organization wants to EOL (End of Life) one product and start a new kind of business. Move between strategy and tactics and back again.) For lack of a better word, I'll call this the productstrategy team.
To select the right KPIs, I recommend taking the following three steps: First, use the user and business goals in the productstrategy to select an initial set of indicators. Then take into account the productgoals on the product roadmap to discover additional KPIs. Step 3: Add Health Indicators.
In practical terms, involve stakeholders and dev teams in decisions that affect the productstrategy and the product roadmap —be it that you create the plans or that you make bigger changes to them. Then invite the right people to a collaborative workshop, no matter if it takes place online or onsite. Lead by Example.
I therefore recommend applying a different product roadmapping approach and using goal-oriented roadmaps , which are also called outcome-based. As their name suggests, these roadmaps focus on productgoals or outcomes such as acquiring customers , increasing engagement , and future-proofing the product by removing technical debt.
Jeroen De Flander I vividly remember the first time I saw a corporate strategy at the ripe old age of 23. Despite expert communication, workshops, a corporate intranet, and a placemat for your desk, I was clueless. There was an enormous chasm between the company’s goals and my role in executing the strategy. What changed?
Not tied to a solution : Despite its name, I recommend keeping the product vision free from assumptions about the actual product or solution. This allows you to pivot, to change the productstrategy and the product while staying grounded in your vision. Who Owns the Product Vision?
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. Carrying out the relevant product discovery work and taking into account product ethics. Creating and validating a productstrategy including market and user research.
Creating a strategy and tooling process so that product managers can succeed. Growing cross-functional collaboration, trust and camaraderie. Working with C-level execs on business/product/goal alignment. A role without our own products can sound unfulfilling. Feedback for current product leaders….
Online Product Management by General Assembly is a product manager course for beginner product managers that includes a final project at the end, that you can proudly add to your portfolio. A product manager course for advanced/pro product managers should teach you how to move from product execution to productstrategy.
Many product management teams struggle with this one because number one, they have a lot of products, and number two, it’s more difficult when your thought process starts with the product. If you have 20 products, that equates to 20 product visions and 20 productstrategies. On to productstrategy.
Good opportunities to engage stakeholders are Scrum events like the Sprint Review, workshops such as user story mappings, or training team members of stakeholders to better communicate with the Scrum Team in general. A product could be a service, a physical product, or something more abstract.” Source: Scrum Guide 2020.)
I am ready to provide business leaders and product managers the information, access, and expert guidance that they wish they had earlier in their product journey. I share my passion for product through workshops, published articles and speaking engagements. Interested in having me speak or attend an event?
Bain Public’s SOAP™ methodology and tool offers a full picture of your productstrategy, tactics, metrics and roadmap all in one place. In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals. So there’s no more guessing, no lack of focus or direction.
Bain Public’s SOAP™ methodology and tool offers a full picture of your productstrategy, tactics, metrics and roadmap all in one place. About the Demo In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals.
Bain Public’s SOAP™ methodology and tool offers a full picture of your productstrategy, tactics, metrics and roadmap all in one place. In this 30-min demo, we’ll dive deeper into how our SOAP™ methodology and tool can help you achieve your productgoals. So there’s no more guessing, no lack of focus or direction.
You know, I’m going to talk about that, why that change happened, but basically what I do as of today is I help our clients to explore new ways to grow new productstrategies, formulate productgoals and product vision, and I also help shape the scope of the product. I wear a lot of hats.
As a group product manager, it is vital to have sufficient product knowledge and business acumen. As such, your ability to source information and use it to develop a productstrategy is important. The product roadmap is a key element in your role as a group product manager.
Teams operate without clear processes or a productstrategy. Theres a clear and standardized approach to product development. Having a solid partner can help, which is why 83% of organizations use consultants to develop, deploy, and manage digital products. Repeatable: Weve got some structure, but its inconsistent.
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