An extended interview with Leading The Product transcribed into three linked posts on product leadership and challenges.
Career paths for product folks are murky, with most of us falling into product management accidentally. Opportunities for advancement can be just as unclear. How do we think about product leadership roles, and how might we pursue them?
Sometimes we’re asked for conflicting or less-than-sensible things, both from customers and internal groups. This webinar is about understanding teams and adopting agile processes/tools to our specific situations.
Wide-ranging conversation about product leadership, how product management has evolved, validation ahead of building, teleportation, scaling up product management teams, and working with non-product executives.
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?
This half-day workshop digs into Product Leader roles with job definitions, skills-building, exercises, and a safe place to ask candid career questions. Is Director of Product Management the next job for you?
This year’s INDUSTRY speakers include Jason Fried, Jessica Tiwari, Bob Moesta. Rich’s talk is “Moving Up Into Product Leadership,” excerpted from his half-day workshops at the conference.
An all-day workshop for product managers thinking about moving up the product org chart, and for newly promoted product leaders. We will cover what product leaders do, how to signal interest in that role, and discuss its upsides/challenges.
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.