This one-day roundtable (workshop) is specifically for those managing teams of product managers. We will collectively tackle VP-level organizational and leadership issues. Plus dinner the evening before: wine, wisdom, war stories, and closed-door networking with other product executives.
Product managers must be part of the (enterprise) selling process. But selling and learning are hard to do at the same time with the same customer. How do we create separate learning opportunities with a wide range of customers and prospects to deeply understanding markets, segments and fundamental needs?
There are some fundamental laws of tech product economics (especially software) that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. Let’s unpack a few.
Various product management schools, workshops and certificate programs strongly suggest that attendees will get jobs as product managers. Success metrics seem critical here, but are notably missing. “Of the people who’s already spent thousands of their own dollars on this course, how many are now working as product managers…?”
It’s easy to believe that broadly available commercial products don’t give us exactly what we want, but that our internal team can quickly whip up precisely the right thing. This ignores some fundamental economics of software commercialization.
Recruiters and hiring managers wade through a tall stack of incoming resumes, most of which are not at all a fit, and often miss subtleties. Strong candidates may need to work around the process to make an impression and get hired.
New product managers have often studied the daily mechanics of the product development process, but tend to be light on soft skills, product strategy, organizational savvy, and market insight. Where do they get into trouble?