This Product Camp discussion focused on career ladders for product managers, what directors do that’s different from their individual contributors, and how to signal your interest if you want that next job up. Several participants raised real-world issues, and product veterans sharing their hard-won points of view.
This one-day roundtable (workshop) is specifically for those managing teams of product managers. We will collectively tackle VP-level organizational and leadership issues. Plus dinner the evening before: wine, wisdom, war stories, and closed-door networking with other product executives.
Technical Build versus Buy decisions should be straightforward, but we need development collaboration and motivation to get these right. What emotional barriers do we hit, and how do we address them? And how do we become better students of organizational behavior?
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 unpacked a few.
Product managers must be part of the (enterprise) selling process. But selling and learning are hard to do at the same time with the same customer. How do we create separate learning opportunities with a wide range of customers and prospects to deeply understanding markets, segments and fundamental needs?
In this “Mastering Business Analysis” podcast, Rich shares thoughts on product manager versus product owner; output versus outcome; getting out of our cubes to learn from lots of real users; and building the right thing (not just building things right) to deliver measurable value.
Individual product managers are focused on their individual products/services, but product leaders need to think about their organizational context: how do we get things done? What motivates each functional group and how do we align incentives? Can we get out ahead of inevitable resource conflicts?