The roadmapping process is almost always broken. Roadmaps are met with frustration and boredom in equal measure… Different voices in the company want different things. How do we balance competing demands while uniting the organization behind a plan?
Synerzip webinar for product managers (and others) with tips for working with data scientists and DS/AI/machine learning projects.
How do we provide additional context? Understand possible failure modes? Define “done” operationally rather than academically?
Product managers working with data science teams on production applications have more challenges than with more deterministic (traditional) applications. These include providing more business/user context, not assuming that data will be predictive, and discussing accuracy requirements at the very start of a project.
Product leaders look after teams of products managers, and sometimes designers or developers. What do they do, and how is it different from the individual product managers on their team?
I talk with lots of senior individual contributors about the risks and challenges of moving “up the ladder” into product leadership roles. Here’s a survey I fielded to capture their top questions and concerns about getting promoted. What do product leaders do? How do product managers signal their interest in becoming one?
Industrial hardware and enterprise software are both great business, but have very economics, scorekeeping, and development models. To run a strong software business, we may need to retool some operating processes as well as executive assumptions.
My team says that my stories are too short, insufficient. Except when they say I’m long-winded, overspecifying HOW instead of WHAT. What’s really happening? Thoughts on engaging with our teams to unpack issues and work better together.
It’s easy for CEOs to think that they personally are the best-informed people within their companies about what customers need and what markets want. In reality, product and design teams have the time, focus, expertise, and large numbers of non-selling interviews to do more objective validation of product ideas.
My year-end survey of 120 product leaders about their top issues: building the right thing, portfolio trade-offs, training/mentoring, capturing authority, and others – including getting products built and to market.
Employees can deliver ultimatums (“I’ll quit unless…”), even if that’s not their real intention. Poor communication meets unretractable threats. As managers, we need to avoid panic, listen for underlying issues, and identify solutions.