Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
CEOs may not see their role in systematic product/development problems, and product leaders may not know how to frame their concerns so CEOs can hear them. Can we get past buzzwords to difficult organizational discussions?
Product management is a complex and strategic, with most of us falling into it accidentally. Career paths are unclear. So what do product leaders — the people managing teams of product managers — do?
ProductFocus’s Ian Lunn and I will talk through how software product companies make money, and how that’s in direct contrast with how software outsourcing and custom development companies make money. Then we’ll apply that to B2B/enterprise software vendors who may have conflicting business models.
I joined Cyrus Eslamian for an episode of his Product Manager Hub podcast. We talked about challenges that product leaders face, working with other C-level executives, strategy versus process, mentoring, and building trust/empathy across departments.
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.
I joined Scott Baldwin’s Age of Product Excellence webinar series to talk about soft skills/EQ, moving into leadership roles, understanding how different functional groups think/act, motivation, and how not to act like an MBA.
I’ve seen some patterns in how companies recruit their Heads of Product (aka Chief Product Officer, VP Product, Director of Product Management, or Group Product Lead). This post unpacks some fundamental misconceptions — and how to get the strong product leadership we need.
I don’t think that product managers should lie to customers or prospects. In enterprise selling cycles, though, there is a lot of gray space around what’s true enough. Can we draw some hazy lines?
a podcast about product management, real-world validation, executive teams, and highlighting the contributions of product folks on our teams,data-aware decisions
Leading a product management team includes delegating most product-level decision-making. How do we match that to team maturity and differing difficulties of various product work?
