Daniel Elizalde’s IoT podcast covers product leadership, tools, and strategy. I joined this episode to map my 4 Laws of Software Economics to IoT and mixed software/hardware. We also talked about listening directly to customers/ users/ prospects and distinguishing segments from individual accounts.
Seattle’s Product Management Community (PMC) is sponsoring an afternoon to upgrade product skills: Where: Talaris Conference Center, 4000 Northeast 41st Street, Seattle When: Saturday, 4 August, 1:00pm – 6:30pm plus after-party Registration ($45 – $80) Presenters: Rich Mironov, Smokejumper VP Product and Author of “The Art of Product Management” Suzanne Abates, Founder of 100 PMs and CEO of The Development Factory Dave Myers, Co-Founder & Chief Operating Officer of mParticle Adam Gentz,Technical Product Manager, Starbucks Mobile Apps
Visual notes from Rich’s keynotes at Pitney Bowes Product Management Summit. Talks were on “Common SAAS Pitfalls, and How to Avoid Them” and “Building Better Business Cases.”
Rich will give a talk on “Product Managers, Product Owners, and the need for Real End User Validation” at Agile Summit Greece, 21 Sept 2018.
Rich Mironov keynoted the ISPMA’s Software Product Summit in Frankfurt, with a talk on “Product Leadership Success: Lessons from Silicon Valley.” Themes were the continuing dominance of software; critical need for product managers to do real market validation; and a focus on paying customers (rather than internal stakeholders).
Product managers need to talk — often — with actual end users and buyers. We need to listen, interview, understand and empathize with paying customers. Unmediated by marketing, sales or researchers. What organizational barriers block this essential work, and can we remove some of them?
This interactive workshop with Rich Mironov will help product managers improve their understanding and skills for working with stakeholders, cross-functional teams, executives, and customers. We will frame the main challenges forproduct managers, then look at specific tools/techniques to drive decisions/strategies.
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas.
What are the questions that various groups really want to ask, and how does that shape our roadmap conversations?
How do we communicate product management’s view of prioritization and strategy to ROI-focused executives? Here’s my side of several recent conversations.
Enterprise (B2B) sales teams deal with the world one account at a time; product managers deal with whole customer segments. This naturally creates some friction, which good companies anticipate and manage.