In this podcast with Jay Stansell, we note that company executives often have very different perceptions of customer needs than the product management team. How do we understand this, sympathize, yet still bring balance evidence into C-level conversations?
There are no generic or universal KPIs, since every business has unique aspects. So if we want KPIs for a B2B/enterprise company, where would we start? And how do we avoid committing to improvements in metrics/KPIs before understanding our current scores (or situation)?
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.
Restructuring product management teams is challenging: there’s no universal “best practice” or generic org chart, and people issues are the tough ones. We step through two examples of redefining what product folks do…
It’s easy for CEOs to think that they personally are the best-informed people within their companies about what customers need and what markets want. In reality, product and design teams have the time, focus, expertise, and large numbers of non-selling interviews to do more objective validation of product ideas.
My year-end survey of 120 product leaders about their top issues: building the right thing, portfolio trade-offs, training/mentoring, capturing authority, and others – including getting products built and to market.
Callaghan Innovation’s conference on “Scaling Your SaaS Business Faster” is for NZ business/technical leaders, especially software entrepreneurs. Rich Mironov’s keynote is on product/market fit and product management, followed by workshops on early validation techniques.