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.
Before we start crunching business case numbers, we should think about the underlying money story: who it’s for, how it generates money, and what similar money stories we are considering.
A wide-ranging conversation about product leadership, stakeholders, understanding our different audiences.
I’ve been following Nandini Jammi’s truth-affirming work at Sleeping Giants for the last four years, which is suddenly now in the mainstream with support of like-minded social action organizations and a rebellion of Facebook advertisers. She and co-founder Claire Atkin have just launched a for-profit company called Check My Ads…
I don’t think that product managers should lie to customers or prospects. In enterprise selling cycles, though, there is a lot of gray space around what’s true enough. Can we draw some hazy lines?
Many of us have spent the first few weeks of this crisis focused on (worried about) our people, our teams, and the economic impact of COVID-19. But now we are shifting attention to changed priorities and product plans
As product leaders, most of us have spent the first few weeks of the COVID-19 crisis focused on (worried about) our people and teams. But we’re now shifting attention to how this changes priorities and product plans…
Most agile conversations are about morale, velocity (aka throughput), quality, predictability, and team dynamics. But we rarely address actual customer/user vale or business outcomes — instead hiding behind story points or vanity internal value metrics. This discussion will be about how strong product management bridges the outward customer/market view and inward development view.
The ProductTank Dublin team has shifted this to a real-time virtual discussion. We’ll be talking about developer critiques of user stories as a way to understand unclear feedback and tailoring agile processes to each team’s local needs. What does my team really want vs. what they ask for?
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)?