As product folks, we should be responsible for reasonably anticipating misuses of our products, as well as harm that flows from fundamental product/economic goals. It’s not clear how we step up to this, though.
I’m offering a ‘Designing the Product Organization” workshop: a full-day session for new product leaders and senior individual contributor product managers on what product leaders do; approaches to designing product management orgs; and career options to move into leadership roles.
Most companies that need a Head of Product Management don’t know how to find one. They write kitchen sink job descriptions; look for subject expertise instead of product expertise; fail to organize their interview process; and eventually give up on hiring the right product leader. (Or repeatedly hire wrong folks who don’t stay.) This talk will disassemble the problem, then offer recommendations for getting it right.
This podcast on Creating a Thriving Product Organization covered a lot of ground: becoming a product leader; what to do in your first month on the job; conditions that enable product teams to be their best; and Impostor syndrome.
Restructuring product management teams is challenging: there’s no universal “best practice” or generic org chart, and people issues are the tough ones. We step through two examples of redefining what product folks do…
Synerzip webinar for product managers (and others) with tips for working with data scientists and DS/AI/machine learning projects.
How do we provide additional context? Understand possible failure modes? Define “done” operationally rather than academically?
Rich Mironov was MC for Australia’s largest product conference in Melbourne and Sydney (October 2019). Organized by Brainmates, this year featuring Radhika Dutt, Bruce McCarthy, John Zeratsky, Sally Foote, and Audrey Cheng — plus Rich’s personal reflections on three decades of increasing visibility for product management.
Industrial hardware and enterprise software are both great business, but have very economics, scorekeeping, and development models. To run a strong software business, we may need to retool some operating processes as well as executive assumptions.
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?