VPs of Product Management have to create the conditions for individual product managers to succeed. This includes organizational, process, hiring/mentoring and cross-functional leadership — plus buy-in at every level. What goes on a new VP’s checklist?
Ready Product Radio’s Allan Neil talked with me about the difference between managing products and managing product managers; balancing one-off requests against strategic roadmaps; and whether more data is improving product decisions
Chad McAllister invited me to join his Everyday Innovator Podcast. We talked about coaching new product managers, organizational challenges and how to overcome them, making time to talk with lot of customers/prospects, and approaches to corporate innovation.
Rather than focus on managing individual products/services, this workshop is for people managing teams of product managers: organizations, issues and strategies. Organizations are complex; getting things done is hard; evidence-based validation may not be enough.
There are a lot of inputs to product strategy including advisory boards, customer forums, sales teams and ROI prioritization algorithms. None are sufficient on their own: we have to develop and apply strategic judgment, and test that in the marketplace.
The software bits we release are not the whole product, but a part of the product. We need to make sure we ship a whole product, which includes a compelling story of interest to customers. Strategy, segmentation and customer joy matter.
If all of the profits are in the nth copy of software that we sell, we need to understand the Law of Build Once, Sell Many. Building for market segments is different (better) than custom development or professional services.