with Rich Mironov
Organizations are complex and change is hard. There is no one-size-fits-all organization, especially not in a time of crisis. As product leaders, we must understand our own situations and demonstrate that our product management expertise is valuable.
The jump from being a Product Manager to overseeing Product Managers/Owners is a big one. What’s in a Product Leader role, how do we design good product organizations, and how do we work across the organization to get good product work done?
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…
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?
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.
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)?