Product feedback is an invaluable resource for informing roadmap decisions for both new and established products, and product teams across the board constantly seek more insight from their customers whether they have 10 or 10,000,000 to listen to. With insight derived from feedback, product teams can uncover customer pain points
A product is more than just the bits and bytes that comprise the software. It’s more than the user experience that someone has when they’re inside your software and actively using it to solve their problems. It’s more than the bug fixes and patches that go out to resolve customer
“Launching isn’t hard. Coming up with an idea isn’t hard. Making something isn’t hard. It’s everything that comes after that.” – Jason Fried.
Having written previously about the importance of monetisation to Product Managers it came as a shock recently to hear that my own product, Newsmart (a DowJones venture), is
Before your mind wanders too far, let’s set the record straight. In B2B product management, tactical, operational and strategic refer to layers in the customer organization – not your job responsibilities. Master each of these customer domains and the next rung on the product management career ladder awaits.
When the product
As your product management team grows, you will inevitably bring on some more junior product managers. Some may have a couple of years under their belt, while others may be fresh out of school or recent converts from engineering, design, analysis, or project management.
It would be easy to view these
When you start building a product, you are obsessed with “the customer.” You spend abundant time finding out who they are, identifying their pain points, and addressing them gracefully and creatively. Your world is all about interviews, a/b tests, and nailing a value proposition and user experience that resonates with
Bill Gates once famously said “Your most unhappy customers are your greatest source of learning.”
While it’s a poignant quote, it doesn’t mean unhappy customers are your goal (there’s only so much positive spin Silicon Valley can put on failure). Prevention, as always, is the best medicine. With that in mind, here are
No one comes to a product management job as a blank slate. Even if it’s an entry-level position, you must have done something beforehand to merit a company handing the fate of a feature or product over to you.
That means you’re experienced, whether it was leading product strategy for another
A common challenge that Product Managers face is trying to move their product and company forward with limited development and testing resources. And it often takes a combination of skill, talent, and luck on the part of a Product Manager to pry additional resources from the limited pool that their company
While you might “own” the product, your product’s vision should be coming from the top of the house. It should be driving everything in your organization, not just product development. Sales, operations, technology… all of it should be working toward a common vision.
So, if the vision isn’t the responsibility of the
Sometimes, when I’m buying my morning cup of Joe here in SF, someone will tap me on the shoulder and say, “Gee, would I like you to tell me about your favorite product management blogs!”
Okay, not really. But as blog manager, I do spend a fair bit of my day sipping
Hiring product managers — or anyone — for “culture fit” is nothing new.
Historically, employers would screen applicants for such modern day no-no’s as socio-economic background, ethnicity, and alma mater, in order to ensure that similar folks were brought into their ranks.
More recently, anti-discrimination law requires that employers don’t primarily (or
Customers can tell you a lot about how and why they use your products and where they fall short. Yet so many product managers fail to make the most of customer interviews by asking probing, insightful questions. As a result, they receive shallow, rote, and rather wasteful answers.
Open-ended questions often
Of the many different teams that Product Managers work with on an ongoing basis, very few are as misunderstood as marketing teams. Most other teams seem to have direct and measurable goals driving them forward — development teams build the product, sales teams bring customers and revenue into the picture,
Every new product manager wants to make their mark, but before you’re viewed as a thought leader with the respect of various internal factions, you need to build a foundation of respect, collaboration, and trust. These tasks can’t be put off – gaining influence and authority is the core of