Eye-opening insights from 700+ product managers & leaders.
At Productboard, we’re on the lookout for talented designers to join our fast-growing team. But in addition to the prerequisite ‘hard’ skills and technical ability, what are the key qualities we’re looking for? No 10. A yogi’s comfort zone We look for people who have spent time outside their comfort
Improve your roadmapping by changing how you communicate, focusing on the customer, prioritizing the short-term, and not letting it be the success metric.
Change management is a systematic approach that includes dealing with the transition or transformation of organizational goals, core values, processes, or technologies. In short, it is about helping people accept and adapt to change at all scales — from a simple process update to onboarding new enterprise software. And though
This post is adapted from our ebook, “How to Gather & Leverage Deep User Insights.” In a recent article, we looked at five steps you can take to turn diverse product inputs into deep user insights. But once you’ve collected all this information, what happens next? In this article, we’ll
The process of gathering user insights is central to effective product discovery. Why? Because if you don’t understand the problems users are having, how are you supposed to fix them? Still, many product makers aren’t sure where to start when it comes to the deluge of feedback piling in from
This post first appeared on the Product-Led Growth Collective blog. As product becomes intrinsically related to business outcomes, the product manager role has evolved to reflect its more direct influence on business growth. One element of this evolution is the emergence of a new kind of product manager (PM)—the growth PM.
Product management is a discipline that is wide in scope. In a typical day, a product manager might go from a meeting about high-level strategic planning straight to a chat with a developer about a granular issue, then hop on a call with a major customer immediately after. In a
At any given time, product managers (PMs) are responsible for the business, design, and engineering aspects of product development. And when the company hits hypergrowth, PMs have to rapidly scale up each of these departments to meet new demand — no easy task. Scaling product management processes is often slow
“It doesn’t matter how good your engineering team is if they are not given something worthwhile to build.” In the opening lines of the newly released second edition of the product management classic — Inspired — Marty Cagan begins with a story that will sound familiar to anyone who’s followed
Why risk building the wrong products if you can first validate your understanding of existing user needs and ideal solutions? Set yourself up for success by incorporating product discovery into your product management process. In our new ebook The essential guide to product discovery, we aim to: Place product discovery
As product managers, we’ve all heard the adage that if Henry Ford had asked people what they wanted, they would have said a faster horse. And if he’d listened, the Model T might have been designed to gallop in exchange for carrots.
As humans, we all have basic needs: food, water, air, shelter, and safety — to name just a few. And according to psychologist Abraham Maslow, these needs are structured in a pyramid, the Hierarchy of Needs. The needs at the lower levels of the pyramid are our most basic needs