Rachel Obstler, VP Product at Heap, invited me in for a two-part conversation on her Product Therapy podcast. This is the second portion, where we talked about: Can we schedule innovation? No, but start with hypotheses… Insights are in the heads of our users: we have to discover things that they don’t already know What
Everyone wants innovation, especially if we can plan and schedule into each sprint.
But innovation is uncertain. Can we shift the discussion to planning and scheduling and funding of discovery that can (often) lead to innovation?
ProductCamp Cascadia brings together passionate Product Managers and Product Marketers from the Vancouver, Seattle, and Portland product communities.
Rich will be giving a talk on “My Stories Aren’t Long Enough…”
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?
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?
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.
Rich will join the SCU/Leavey faculty on Sept 9th as part of their new Certificate in Productizing Innovation program. He will cover core product management and tech innovation topics.
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’ll unpack a few while we share some war stories.
Product managers must be part of the (enterprise) selling process. But selling and learning are hard to do at the same time with the same customer. How do we create separate learning opportunities with a wide range of customers and prospects to deeply understanding markets, segments and fundamental needs?