Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
How do we navigate when our internal stakeholders are misaligned (and they usually are)? It’s important to understand what drives this, see the pattern rather than get angry, and find some tools to keep our products/business moving forward.
ProductCamp Cascadia brings together passionate Product Managers and Product Marketers from the Vancouver, Seattle, and Portland product communities.
Rich will be giving a talk on “My Stories Aren’t Long Enough…”
Rich is joining Product Tank Des Moines/Ames for an “Ask Me Anything” session on working with sales and executives — ensuring they have the appropriate input without undue influence over product decisions.
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.
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.
Before we start crunching business case numbers, we should think about the underlying money story: who it’s for, how it generates money, and what similar money stories we are considering.
A wide-ranging conversation about product leadership, stakeholders, understanding our different audiences.
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?
