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.
Software is intangible: it doesn’t have weight or size or per-unit manufacturing costs. But if we’re in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch.
There are some inherent mis-alignments among internal stakeholders that can complicate enterprise product planning and roadmapping. How do we understand these systematically instead of as personal confrontations?