I’ve seen some patterns in how companies recruit their Heads of Product (aka Chief Product Officer, VP Product, Director of Product Management, or Group Product Lead). This post unpacks some fundamental misconceptions — and how to get the strong product leadership we need.
A wide-ranging conversation about product leadership, stakeholders, understanding our different audiences.
What: Product404’s podcast, hosted by Kent Keirsey Recorded: 14 April 2020 Length: 46 minutes _______________ Product404 is an Atlanta-based product community, normally hosting in-person events. Kent Keirsey is turning this into a podcast series (for now). Kent and I talked at length about product leadership; smokejumping into companies; moving up the career ladder; helping those
Sending an expensive B2B sales team out to discover what we should build isn’t a great strategy. We should do less expensive, unemotional, non-commissioned validation and learning before scaling up our selling effort.
There are no generic or universal KPIs, since every business has unique aspects. So if we want KPIs for a B2B/enterprise company, where would we start? And how do we avoid committing to improvements in metrics/KPIs before understanding our current scores (or situation)?
As product folks, we should be responsible for reasonably anticipating misuses of our products, as well as harm that flows from fundamental product/economic goals. It’s not clear how we step up to this, though.