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.
Introducing the dangerous animals of product management: stakeholders and situations that—if left untamed—can get in the way of your product plans.
Reorganizing the product team’s structure is not always a response to growth — it can be driven by other changes in the business. The nature of the problems you’re solving and your customers’ needs might have shifted out from under you.
Fast-growing startups, established enterprises, and those in-between face different product discovery pressures and challenges.
The essentials tools for the modern product manager for capturing feedback, prioritizing, ideating solutions, communication, and more.
Great product specs articulate a vision and a plan for a product that you’re developing. They are collaborative tools that drive high-quality decisions.
In Empowered, Marty Cagan focuses not only on coaching techniques and product management development plans, but also on considerations around team topology, setting objectives, improving cross-organizational collaboration, and the hard work that long-term business transformation requires.
You can set specific outcomes for product discovery—outcomes you can use to measure your success, optimize your process, and justify spending precious time on to your stakeholders. Here’s how.
Why do metrics matter to product managers? They allow you to take a more systematic and rigorous approach to understanding where you’re succeeding — and where you’re not.
