Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
How do we navigate when our internal stakeholders are misaligned (and they usually are)? It’s important to understand what drives this, see the pattern rather than get angry, and find some tools to keep our products/business moving forward.
Prioritization is an essential part of product management. We want it to be a mechanical process: pick a metric, estimate ROI for the entire backlog, then do whatever scores highest. But that very rarely works in practice.
Rich is joining Product Tank Des Moines/Ames for an “Ask Me Anything” session on working with sales and executives — ensuring they have the appropriate input without undue influence over product decisions.
This podcast uses submissions of real-but-anonymized problems to get guest responses. One of the questions for me: How would a product manager handle C-level requests for proprietary information about a previous employer/competitor?
VPs of Product and VPs of Engineering need a strong, trusting, collaborative working relationship so that their teams can succeed. What does that look like?
Christian Strunk and Alex Dapunt host the Product Bakery podcast. In this episode, I joined them to talk about how Product Leaders work with executives, as well as the topic of negotiating and managing stakeholders and incoming requests. 👉 Listen to the episode on all platforms 🎙 Podcast Minutes/Table of Content 0:28 – Intro 5:45
While development (or maker) teams don’t formally report to product management, there are things we can do to get more value out of the team. And some things that we can’t or shouldn’t…
I joined Cyrus Eslamian for an episode of his Product Manager Hub podcast. We talked about challenges that product leaders face, working with other C-level executives, strategy versus process, mentoring, and building trust/empathy across departments.
Sometimes we struggle to communicate important concepts that others don’t seem to get. So we have to try different approaches. Here’s a short post on framing the “shifting priorities” problem in non-technical terms.
After years of struggle, I’m advising all of my clients and product leader coachees to stop using the term “MVP”. Not to stop doing validation, discovery, prototyping or experiments they may associate that that acronym, but to remove the label from all of their docs and presentations and talks. To delete the letters MVP from roadmaps and product charters…
