The roadmapping process is almost always broken. Roadmaps are met with frustration and boredom in equal measure… Different voices in the company want different things. How do we balance competing demands while uniting the organization behind a plan?
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.
Eric Boduch hosts Pendo’s Product Love podcast. In this episode, we discussed enterprise vs consumer; roadmaps; organizations; chasing competitor features; DevOps; the need for product leaders to “merchandize” what product folks do; and being students of human behavior.
This interactive workshop with Rich Mironov will help product managers improve their understanding and skills for working (upward) with their executives. We will frame the main challenges for company executives, then look at specific tools/techniques that product managers can use to drive decisions/strategies.
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.
It’s easy to believe that broadly available commercial products don’t give us exactly what we want, but that our internal team can quickly whip up precisely the right thing. This ignores some fundamental economics of software commercialization.
There are some fundamental laws of software economics 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. (Gravity’s not just a good idea, it’s the law.)