Category: Leadership

offshore oil rig

The Risks of Replatforming

Many companies have replatforming efforts underway.  This is an essential part of the software product business, but fraught with poor assumptions and lack of experience/understanding.  I’ve seen the majority of these replatforming and reimplementation efforts fail…

Read More »
Angels dancing on head of a pin

Selling Problems (and Then Solutions) Instead of Philosophy

We know that external customers must recognize a problem before they consider buying our solution. But I often see product managers / product leaders forget this when dealing with internal stakeholders and executives. We push for product-side practices and processes without clearly framing the underlying problems. I think of this as ‘selling philosophy.’

Read More »
heap logo

Podcast: What Do You Do With a HiPPO?

Rachel Obstler, VP Product at Heap, invited me in for a two-part conversation on her Product Therapy podcast.  This is the second portion, where we talked about: Can we schedule innovation?  No, but start with hypotheses… Insights are in the heads of our users: we have to discover things that they don’t already know What

Read More »

How to Manage Misaligned Stakeholders

Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan. But that rarely happen…

Read More »
WOW!

Merchandizing Product Management

Product management work is much easier when the product team is well-respected: when stakeholders believe that we’re smart and hard-working and good at product stuff.  So an under-appreciated skill of product leaders is merchandizing good product work and good outcomes from our teams.
What does that look like?

Read More »
old assembly line

How Weak Analogies About Software Can Lead Us Astray

Company leaders who aren’t steeped in how software is designed and built can apply less-than-useful analogies for how software products are built. These analogies tend to highlight predictability, scheduling and cost management… but may not be that useful. This post unpacks a few of them.

Read More »

Difficult Product Discussions with CEOs

CEOs may not see their role in systematic product/development problems, and product leaders may not know how to frame their concerns so CEOs can hear them. Can we get past buzzwords to difficult organizational discussions?

Read More »
Sign up for our newsletter
Book Cover - The Art of Product Management
Categories

Archive

  • 2021 (12)
  • 2020 (12)
  • 2019 (7)
  • 2018 (7)
  • 2017 (8)
  • 2016 (13)
  • 2015 (16)
  • 2014 (17)
  • 2013 (17)
  • 2012 (14)
  • 2011 (2)
  • 2010 (13)
  • 2009 (9)
  • 2008 (4)
  • 2007 (3)
  • 2006 (4)
  • 2005 (2)
  • 2004 (7)
  • 2003 (8)
  • 2002 (6)
  • Scroll to Top
    Processing...
    Thank you! Your subscription has been confirmed. You'll hear from us soon.
    ErrorHere