A wide-ranging conversation about product leadership, stakeholders, understanding our different audiences.
Visual notes from Rich’s keynotes at Pitney Bowes Product Management Summit. Talks were on “Common SAAS Pitfalls, and How to Avoid Them” and “Building Better Business Cases.”
This interactive workshop with Rich Mironov will help product managers improve their understanding and skills for working (upward) with their executives. We will frame the main challenges for company executives, then look at specific tools/techniques that product managers can use to drive decisions/strategies.
Enterprise (B2B) sales teams deal with the world one account at a time; product managers deal with whole customer segments. This naturally creates some friction, which good companies anticipate and manage.
ProductTank Dublin is hosting a short discussion on product managers, product owners and scalable models for agile product teams. This is usually a large, loud, opinionated group — so should be exciting and unpredictable.
Product managers must be part of the (enterprise) selling process. But selling and learning are hard to do at the same time with the same customer. How do we create separate learning opportunities with a wide range of customers and prospects to deeply understanding markets, segments and fundamental needs?
It’s easy to believe that broadly available commercial products don’t give us exactly what we want, but that our internal team can quickly whip up precisely the right thing. This ignores some fundamental economics of software commercialization.
New product managers have often studied the daily mechanics of the product development process, but tend to be light on soft skills, product strategy, organizational savvy, and market insight. Where do they get into trouble?
There are a lot of inputs to product strategy including advisory boards, customer forums, sales teams and ROI prioritization algorithms. None are sufficient on their own: we have to develop and apply strategic judgment, and test that in the marketplace.
We make day-by-day or story-by-story prioritization choices without noticing the cumulative impact of those choices. But they add up. How can we easily see our implied product priorities?