Topic: Creating a Thriving Product Organization
with Rich Mironov
Organizations are complex and change is hard. There is no one-size-fits-all organization, especially not in a time of crisis. As product leaders, we must understand our own situations and demonstrate that our product management expertise is valuable.
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)?
An episode in ChadMcAllister’s Everyday Innovator series featuring Felicia Anderson and me on “How Product Managers Can Work Effectively With Data Scientists”
Sometimes we’re asked for conflicting or less-than-sensible things, both from customers and internal groups. This webinar is about understanding teams and adopting agile processes/tools to our specific situations.
Product leaders look after teams of products managers, and sometimes designers or developers. What do they do, and how is it different from the individual product managers on their team?
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 Tank Dublin hosted Rich Mironov’s talk on internal stakeholders, their competing goals, and what they look for in your roadmaps.
How do we communicate product management’s view of prioritization and strategy to ROI-focused executives? Here’s my side of several recent conversations.
A live Twitter chat on DevOps and Product Management, including why DevOps should matter to product managers, and how product managers can support DevOps as part of a healthy engineering organization.
Heads of product management teams worry about a different issues than their individual-contributor product managers. More organizationally focused, less product-focused. What’s at the top of their issues backlog?