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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 product goals.
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.
Listen to the audio version of this article: [link] ProductStrategy Discovery Explained What is productstrategy discovery? More precisely, it is the process of developing a productstrategy whose implementation will likely create the desired value and impact.
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.
Productstrategyworkshops are facilitated sessions where key stakeholders come together to define the vision, goals, and roadmap for a product. The workshops help align the team on strategic…
Listen to the audio version of this article: [link] 1 No Strategy The first and most crucial mistake is to have no productstrategy at all. When that’s the case, a product is usually progressed based on the features requested by the users and stakeholders. The strategy is therefore either too big or too narrow.
Hold Regular ProductStrategy Reviews. A productstrategy , like any other plan, is subject to change. How changeable your strategy is, depends on your product’s life cycle stage. As long as your product hasn’t reached product-market fit, the strategy is usually volatile.
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.
If that’s not the case, then it will be difficult to encourage the individuals to agree to more specific goals and to follow a productstrategy and a product roadmap that are based on the vision. Encourage the participants to describe the purpose that they associate with the product. Visioning Workshop Attendees.
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.
Without it, product teams become feature teams focused on outputs and not outcomes. We started working with the product teams on how each tool – productstrategy, OKRs, and roadmaps – should be used so that we could merge them together. What aligned roadmaps and OKRs together was the productstrategy.
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.
If you say yes to every request, you are in danger of creating a Frankenstein product—a product that is a collection of unrelated features, offers a weak value proposition, and gives rise to a poor user experience. Decline stakeholder requests if they aren’t aligned with the productstrategy.
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?
Last month I had the privilege of participating in SVPG’s ‘Coach the Coaches’ workshop in Europe. I soon found out that I was going to be the only one from Israel attending the workshop. The Importance of Discovery The first day of the workshop was dedicated almost solely to discovery.
Instead of preparing perfect presentations for the boardroom, successful product managers: 1. Incorporate diverse viewpoints into productstrategy 4. As organizations grow, product management roles typically become more specialized and focused on smaller components of the overall productstrategy.
No matter how well thought-out your product roadmap is, it is worthless if the key stakeholders and the development team members don’t understand and support it. A great way to achieve a shared roadmap is to involve the individuals in the product roadmapping decisions, preferably in the form of a collaborative workshop—be it online or onsite.
If you thought there were a million ways to define product management, productstrategy might have it beat by a longshot. Just think about how many ways productstrategy is defined within your own organization. It’s the number one thing that makes productstrategy both challenging and frustrating at the same time.
A UX workshop can help you gather the team and brainstorm to make better decisions. Ensure everybody is on the same page by making them more involved in the product development process with these tools. In a UX workshop, we share research results with the participants and let them come up with their own conclusions. Preparation.
Listen to the audio version of this article: [link] Introduction To discuss empowerment in product management, I find it helpful to distinguish three main levels of decision-making authority, product delivery, product discovery, and productstrategy, as the model in Figure 1 shows. [1]
You can download the template for free from romanpichler.com/tools, and you can find more information on how to use it in my post The GO Product Roadmap. I like to use my Product Vision Board to develop a valid productstrategy. This would turn your product roadmap into a feature soup, a random collection of features.
Here’s the easiest way to marry company strategy and productstrategy. – Grow into adjacent markets with existing products. The Downside of Multiple ProductStrategies Here’s the first thing you SHOULD NOT DO. They’re often conflated. Financial goals are just that. – Retain our best employees.
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. But before you build your outcome-based roadmap, ensure that a valid productstrategy exists.
We’re thrilled to announce the first of our amazing line-up of speakers and announce all our deep-dive workshops, connecting international and regional thought leaders with the vibrant product and UX community across AsiaPac. Sherif thinks building simple products is hard and so is writing a simple, short bio.
That brings us to the topic of a single market strategy versus strategies for each product and which approach has more strategic benefit to your organization. None of your products on their own deliver the broad impact your customers are looking for. A market strategy does just that. Here’s the $1 million question.
A Workshop Kicks Off a New Commitment to Discovery Teresa: It sounds like recently, you had a workshop that had a big impact. I initiated a workshop as a kickoff for 2024 saying, team, I see we’ve done a great job in the define and measure phase and build phase, but I feel like we’re still lacking the discovery phase.
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 product goals on the product roadmap to discover additional KPIs. Then consider how you can tell if they have been met.
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.
With the rapid rise of technology, resilience is also key in the planning of technology and digital strategies by CTOs and tech leaders. However, the topic of productstrategy resilience rarely if ever surfaces when talking to product leaders about their productstrategies. The post Scenario Gaming.
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 ).
At all of them, I start understanding the current state of Product Management. 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.
This will not only benefit your product. It will also have a positive impact on team morale and productivity. Adapt the ProductStrategy to Respond to New Technologies Finally, you should systematically assess the impact of a new technology on the productstrategy and determine if it has to be changed.
Imagine that John is a sales rep and a key stakeholder who hardly ever attends the productstrategyworkshops you’ve invited him to. Instead, he requests product roadmap changes by talking directly to you. At the same time, be frank.
I view a roadmap as a high-level plan that states specific benefits a product should provide over a certain timeframe, which may range from six to 12 months. I find it helpful to use the product roadmap so that it connects the overall productstrategy with the product backlog, as shown in the picture below.
At the same time, I wanted to test that the product would create enough value for its readers before writing the actual book. My first MVP had little resemblance with the finished product: I used my productstrategy and roadmap workshop as the initial minimum viable product. Minimum Viable Product #2.
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.
Indeed the role of a product leader is different to that of a product manager. A product leader not only has to manage products but also to guide and direct the overall productstrategy and team, and ensure that products are delivered to market.
Starting with Content and Process as our two pillars, we set out to compile a list of key must-have traits for what we believed made for a compelling product vision, based on our research and own experiences. After exploration, testing and iteration, we arrived at the Product Vision Sprint ?—?a Experience focused?—?
Drew discussed remote innovation workshops in his latest webinar, watch the video here: Remote Meetings Aren’t the Same. The good news is that we can overcome this loss through remote workshops. We do this through remote workshops. The New Way: Remote Workshops. The new way to collaborate is through remote workshops.
STEP 3 Assuming product management uses its collective market knowledge to craft portfolio/productstrategies, roadmaps, plans, priorities, backlogs, etc., The skids are greased for stakeholder alignment and it will happen more naturally than it would otherwise.
Before you order the roadmap items, double-check that you have a validated productstrategy in place. You should be able to confidently say why users would want to use your product and why it is worthwhile for your company to invest in it. Before You Start Prioritising …. What is the best way to achieve them?
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