As product managers, we find ourselves in eternal conflict trying to balance the needs of our customers today, while keeping an eye on the future to stay competitive and avoid becoming obsolete.
In our attempt to make the product/market fit process more actionable, we’ll share two frameworks for finding product/market fit.
How do you build products your customers use and love? You won’t know unless you ask them.
We excited to announce The Dangerous Animals of Product Management, a new video series by Productboard about challenging stakeholders you may come across in your day-to-day product management process.
In a recent webinar, our host Scott Baldwin moderated a discussion between Dean Peters, an experienced agile product manager and dangerous animal “zookeeper,” and Stephen Walker, a product lead here at Productboard. They discussed how they’ve encountered these dangerous animals in the wild and shared some effective strategies for taming them.
Not long ago I was hiring someone on my team here at Productboard where it was clear, almost from the earliest conversations, that the person I had chosen would make the process of onboarding as smooth and straightforward as possible.
As product managers, our job is to fulfill the needs of our target market. But in order to find that target market, you cannot just listen to the loudest (or closest) voice in the room.
Using the Kano model, you can zero in on high-impact features and create a freemium strategy that drives conversion. This approach is used by the most successful freemium businesses out there like Tinder, Typeform, and Teachable.
All good roadmaps reflect the desired outcomes the product is trying to achieve rather than just outputs and are a product of cross-functional collaboration.
To better understand what product/market fit is, we’re going to explore how other influential figures in the startup world describe this idea.
If you’ve ever listened to a founder describe their vision for their company, it’s easy to think, “Wow, this person has a unique insight and what they want to build is really cool. I want to be a part of it.” Unfortunately, though, most founder insights are overrated.
Every business has dangerous animals of product management roaming wild, championing ideas that are not aligned with the product vision.
