After years of struggle, I’m advising all of my clients and product leader coachees to stop using the term “MVP”. Not to stop doing validation, discovery, prototyping or experiments they may associate that that acronym, but to remove the label from all of their docs and presentations and talks. To delete the letters MVP from roadmaps and product charters…
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 podcast about product management, real-world validation, executive teams, and highlighting the contributions of product folks on our teams,data-aware 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.
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)?
An episode in ChadMcAllister’s Everyday Innovator series featuring Felicia Anderson and me on “How Product Managers Can Work Effectively With Data Scientists”
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…
Holly Hester-Reilly’s Product Science Podcast brings me in for an episode called “The Rich Mironov Hypothesis: Great Product Leadership is Both Subtle and Slow to Pay Off”