Chad McAllister invited me to join his Everyday Innovator Podcast. We talked about coaching new product managers, organizational challenges and how to overcome them, making time to talk with lot of customers/prospects, and approaches to corporate innovation.
The software bits we release are not the whole product, but a part of the product. We need to make sure we ship a whole product, which includes a compelling story of interest to customers. Strategy, segmentation and customer joy matter.
Silicon Valley Agile Leadership Network (SV-ALN) is hosting a talk by Rich Mironov on “Scaling Product Management/Owner Teams” on Tuesday, June 10th at LinkedIn (Mountain View). We’ll talk about the overlap and differences between agile product management and product ownership; failure modes at revenue software companies; and some organizational maps for scaling up product teams for large commercial offerings.
This talk from Product Camp Portland paints the need to formally identify product owners for each agile team, select POs thoughtfully, train/mentor them, and create very strong ties to portfolio-level product management.
Three perennial challenges for entrepreneurs and start-up founders are (1) seriously listening to their markets, (2) building customer-side savings/ROI logic, and (3) whole-product thinking. Tiny companies lack formal product managers, but need to apply some product management thinking to these fundamental product/market needs.
A discussion on how development and product management can work better together… I like to start such sessions with unfiltered comments from development managers about their (good and bad) experiences with product managers. Typically, these include more disappointment than elation, which gives us a chance to recap the critical parts of the product job that development teams don’t see. And how we can focus on building and shipping great products, rather than title or roles.
In this video Magnus Billgren (of Tolpagorni) and Rich Mironov talk about the very earliest-stage startups and their need for product management thinking — even if they are too small to have a dedicated person exclusively for this role. Conversation isabout founders with good product reflexes, lean startups, why there’s usually not a formal product manager among the founders, and when to add one full-time. (In my experience, it’s at twelve to twenty employees.) This is the third in a series, recorded in March 2012 at Stockholm Product Leadership Days.