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.
Product leadership workshops in Toronto and Kitchener workshops co-led with Saeed Khan. We’ll look at organizational structures, leadership roles, portfolio-level prioritization, mentoring, and other product leadership challenges. A very full day of learning, sharing, collaborative problem-solving.
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.
How do we communicate product management’s view of prioritization and strategy to ROI-focused executives? Here’s my side of several recent conversations.
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.
Engineering teams focus on overall productivity and repeatability. Sales teams want account-level responsiveness. How can product managers mediate this inevitable conflict?
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.)