Strategic product thinking for the scrappy entrepreneur in all of us.
Strategic product thinking for the scrappy entrepreneur in all of us.
Many companies have replatforming efforts underway. This is an essential part of the software product business, but fraught with poor assumptions and lack of experience/understanding. I’ve seen the majority of these replatforming and reimplementation efforts fail…
Prioritization is an essential part of product management. We want it to be a mechanical process: pick a metric, estimate ROI for the entire backlog, then do whatever scores highest. But that very rarely works in practice.
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.
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.
As product leaders, most of us have spent the first few weeks of the COVID-19 crisis focused on (worried about) our people and teams. But we’re now shifting attention to how this changes priorities and product plans…
Product Management Auckland hosted this take on internal stakeholders, their competing goals, and what they really look for in a product roadmap. Slides included.
How do we communicate product management’s view of prioritization and strategy to ROI-focused executives? Here’s my side of several recent conversations.
We may be over-investing in a few outlier prospects and neglecting our core customers. How do we frame this and get support to fire one or two?
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.
Team-level priorities and backlogs need to be anchored to broader technical and business goals. Here’s how one product leader is getting her various pieces lined up.
