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.
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.
Software is intangible: it doesn’t have weight or size or per-unit manufacturing costs. But if we’re in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch.
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.
A keynote on good/better/great product management for Product Camp LA, March 2014. Defines minimally viable product management.
Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for revenue (commercial) software? And why do revenue software companies hire product managers, when agile development teams are looking for product owners?
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.