Tag: organizations

Product Management Helps Us Build the RIGHT Things

Product Management Helps Us Build the RIGHT Things:
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.

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Angels dancing on head of a pin

Selling Problems (and Then Solutions) Instead of Philosophy

We know that external customers must recognize a problem before they consider buying our solution. But I often see product managers / product leaders forget this when dealing with internal stakeholders and executives. We push for product-side practices and processes without clearly framing the underlying problems. I think of this as ‘selling philosophy.’

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How to Manage Misaligned Stakeholders

Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan. But that rarely happen…

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Difficult Product Discussions with CEOs

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?

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mechanical heart

Coaching With Heart

When coaching our product teams (and others), it’s important to remember our objective: to build up skills and talent so that we can delegate as much ‘line’ product work as possible. Plenty of leader-level work left for us…

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How Agile + Product Management helps build the RIGHT things the RIGHT Way

Most agile conversations are about morale, velocity (aka throughput), quality, predictability, and team dynamics. But we rarely address actual customer/user vale or business outcomes — instead hiding behind story points or vanity internal value metrics. This discussion will be about how strong product management bridges the outward customer/market view and inward development view.

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Book Cover - The Art of Product Management
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