Product Plan is hosting a webinar on successfully managing rapid product growth. Panelists are Daniel Elizalde, Rich Mironov, and Jim Semick. Attendees can submit questions in advance for on-air responses.
Many infrastructure development teams don’t have a product manager. That forces an architect or senior developer to manage a range of responsibilities they are not best equipped to handle: settling conflicting business priorities; internally “selling” the value of architecture; tying technical decisions to business metrics; making connections between software and end user joy.
Enterprise companies are structurally different from consumer and SMB companies, and product management tools are different – even though we have similar product/market goals. What should B2C product folks want to know before crossing over?
Daniel Elizalde’s IoT podcast covers product leadership, tools, and strategy. I joined this episode to map my 4 Laws of Software Economics to IoT and mixed software/hardware. We also talked about listening directly to customers/ users/ prospects and distinguishing segments from individual accounts.
How does enterprise product management differ from mass-market consumer product management? We’ll look at organizations, politics and experiments… and why “experiments” mean very different things in B2C and enterprise/B2B.
Rich Mironov keynoted the ISPMA’s Software Product Summit in Frankfurt, with a talk on “Product Leadership Success: Lessons from Silicon Valley.” Themes were the continuing dominance of software; critical need for product managers to do real market validation; and a focus on paying customers (rather than internal stakeholders).
Product managers need to talk — often — with actual end users and buyers. We need to listen, interview, understand and empathize with paying customers. Unmediated by marketing, sales or researchers. What organizational barriers block this essential work, and can we remove some of them?