This podcast on Creating a Thriving Product Organization covered a lot of ground: becoming a product leader; what to do in your first month on the job; conditions that enable product teams to be their best; and Impostor syndrome.
Restructuring product management teams is challenging: there’s no universal “best practice” or generic org chart, and people issues are the tough ones. We step through two examples of redefining what product folks do…
An extended interview with Leading The Product transcribed into three linked posts on product leadership and challenges.
Rich’s talk on structuring product organizations – and how product managers can signal their interest in moving up in the organization.
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?
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.