Product leaders need to push their teams toward regular direct user/customer feedback, unmediated by sales or marketing or support. I’m suggesting one live user interview per week. But how can we find time for that, and make it important enough to compete with other urgent work?
Many infrastructure development teams don’t have a product manager. That forces an architect or senior developer to manage a range of responsibilities they are not best equipped to handle: settling conflicting business priorities; internally “selling” the value of architecture; tying technical decisions to business metrics; making connections between software and end user joy.
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?
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.
Talking generically about ‘customers’ or ‘users’ can generate lots of confusion, especially in B2B or B2B2C situations. We can be more precise by saying doctors, or shoppers, or data analysts, or whatever we really mean.
There are some fundamental laws of tech product economics (especially software) that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. We’ll unpack a few while we share some war stories.
The revenue side of the house often believes that incremental budgets – or major deals – all that it takes to add new items at the top of the development queue. Like ordering a custom-built sandwich at the deli counter…