Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan. But that rarely happen…
Rich is joining Product Tank Des Moines/Ames for an “Ask Me Anything” session on working with sales and executives — ensuring they have the appropriate input without undue influence over product decisions.
How do we navigate when our internal stakeholders are misaligned (and they usually are)? It’s important to understand what drives this, see the pattern rather than get angry, and find some tools to keep our products/business moving forward.
Prioritization is an essential part of product management. We want it to be a mechanical process: pick a metric, estimate ROI for the entire backlog, then do whatever scores highest. But that very rarely works in practice.
While development (or maker) teams don’t formally report to product management, there are things we can do to get more value out of the team. And some things that we can’t or shouldn’t…
Sometimes we struggle to communicate important concepts that others don’t seem to get. So we have to try different approaches. Here’s a short post on framing the “shifting priorities” problem in non-technical terms.
After years of struggle, I’m advising all of my clients and product leader coachees to stop using the term “MVP”. Not to stop doing validation, discovery, prototyping or experiments they may associate that that acronym, but to remove the label from all of their docs and presentations and talks. To delete the letters MVP from roadmaps and product charters…
I joined Scott Baldwin’s Age of Product Excellence webinar series to talk about soft skills/EQ, moving into leadership roles, understanding how different functional groups think/act, motivation, and how not to act like an MBA.
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.
