Company leaders who aren’t steeped in how software is designed and built can apply less-than-useful analogies for how software products are built. These analogies tend to highlight predictability, scheduling and cost management… but may not be that useful. This post unpacks a few of them.
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.
An episode in ChadMcAllister’s Everyday Innovator series featuring Felicia Anderson and me on “How Product Managers Can Work Effectively With Data Scientists”
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.
Occasionally building something unique and small for a single customer makes sense. But enterprise software companies can easily fall into the habit of including custom work in too many of their major deals… with disastrous results. This (long) post lays out root issues and possible solutions.
There are some fundamental laws of tech product economics (especially software) that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. We unpacked a few.
Lean Product/UX Meetup: Enterprise software products often have long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. How does this shape enterprise product management?