Improve your roadmapping by changing how you communicate, focusing on the customer, prioritizing the short-term, and not letting it be the success metric.
How to gather & leverage deep user insights 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
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.
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.” So goes the opening lines of the newly released second edition of Inspired, the product management classic by Marty Cagan. Read on for a full book review from team productboard.
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
Written by Ken Sandy, experienced product leader, author of “The Influential Product Manager,” and industry fellow and lecturer at UC Berkeley, where he teaches the engineering school’s first product management course. What distinguishes an outstanding product manager from a good one? I thought a lot about this question when writing
Friction in the sales and product partnership is nothing new. Sales teams often express frustration that they’re not more involved in the process of prioritizing what product or feature to work on next. Meanwhile, product teams are often skeptical of requests from sales, citing the fear of becoming a sales-led
Product roadmaps are a visual representation of where a company’s product is headed and why. And because this affects everyone — not just the product team — the roadmap should be a collaborative effort.
Before you can develop a culture of transparency in product management, you need to understand what it is and make sure that you are doing it for the right reasons.
