Many product managers operate in an environment where there is an absence of a product leader or chief product officer. Others work remotely and operate without a solid management anchor. This podcast discusses the challenges and opportunities for product managers without a product leader.
The “No Head of Product Syndrome” is where product managers are scattered throughout a complex organization, but lack an executive-level product leader who can to create conditions for success: drive good hiring/mentoring, create bits of semi-standard processes, and set achievable role/job expectations.
A short talk about Paying It Forward and the important of personal networking in the product management community. I share three personal vignettes to highlight value of personal networking and ways we can all Pay It Forward to build an even stronger product community.
10 questions from The Clever PM for his blog series including ‘What piece of advice would you share?’ and ‘What are the biggest challenges for Product Leaders? and ‘Biggest differences between smaller startups and larger companies?’
This Product Camp discussion focused on career ladders for product managers, what directors do that’s different from their individual contributors, and how to signal your interest if you want that next job up. Several participants raised real-world issues, and product veterans sharing their hard-won points of view.
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.
Technical Build versus Buy decisions should be straightforward, but we need development collaboration and motivation to get these right. What emotional barriers do we hit, and how do we address them? And how do we become better students of organizational behavior?
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?
Individual product managers are focused on their individual products/services, but product leaders need to think about their organizational context: how do we get things done? What motivates each functional group and how do we align incentives? Can we get out ahead of inevitable resource conflicts?