In an ideal world, product managers have plenty of data they can use to validate their idea before building the wrong product. Yana Yushkina describes her journey from a Data Analyst to a Product Manager.
She talks about characteristics a good PM should bring, that include foundational analytical understanding, curiosity not just for technology but to search for the right answers in data, a sense of responsibility and the ability to communicate.
All of that combined with the right metrics at hand and self sufficient mindset will give a Product Manager the right answer from data.
With knowing marketing personal and products, I particularly liked the image/text link on the article. Listening to your customer is a skill that most organisations lost in their size and product managers never learned in their bubble. Your customer doesn’t express his experience in KPIs nor does he respond to NPS surveys. Frontal address only takes your brand or product as far as your consumer allows you to.
Experiential can be incredibly powerful. But getting it right isn’t straightforward; there are a number of factors you need to take into account in order to be successful. We recently worked with a variety of partners to develop a whitepaper – Live Amplified – exploring why experiential is so essential to a brand’s authenticity, and how to get it right.
Should you be working in Product Management, this may well be a good selection for Sunday evening to watch:
As a product manager, you’ll want to continuously be seeking out new ways to learn, new information, fresh ideas, and inspiration. It’s a constant learning process, and it’s important to stay open and stay motivated. While there are many resources out there, including books, blogs, podcasts, influential people on social media, and tons of online publications, there is something we love about TED Talks.
1.) How great leaders inspire action, by Simon Sinek
2.) Chris Hadfield: What I learned from going blind in space
3.) Sheena Iyengar: The Art of Choosing
4.) Margaret Gould Stewart: How giant websites design for you (and a billion others, too)
5.) Guy Kawsaki: The art of innovation
6. Seth Godin: How to get your ideas to spread
7. Navi Radjou: Creative problem-solving in the face of extreme limits
All too often, the task list for your teams shared project management tool shows items like “Create Workflow” or “Define Process”. Items that do resonate well in the flow of work and in the nexus of individuals. But they do fall short of allowing the rest of the organization to grasp the meaning and even fail to do so for the reporter when some time has passed.
Some consice expressions on expectations on what this story or ticket is about can do wonder to getting things done. Rather than “defining a a workflow”, for example the product management team would
Check for Duplicate Entries
Describe the Requirement
Outline all depending products
Draw a critical path
Align all stakeholders on the critical path
Communicate to the team
The core idea is to eliminate any discussion about when an issue, item or story is delivered and is unique across function. Of course, the above serves as an example and will vary by team and work, and needs revision in any particular scenario. Having specific action advise will help reducing debates and focus on an actual deliverable, that is done by all opinion.
I cringe every time I see product teams use a spreadsheet to rank the ideas in their backlog based on some made-up math formula usually consisting of things like business value, user value, and technical difficulty. While this exercise is pervasive, it misses the point entirely. Our job is not to prioritize solutions. A product […]
The organisation that I am part of introduced an overlaying Product Management department only fairly recently, less than a year ago. Early in the time it was exciting to see this role dedicated to market and customer perspective, but it raised questions over how this was different from Product Ownership from day one.
Over the course of the past year many discussions have been led and lot’s of articles have been led. This week Anthony Murphy shared his perspective and experiences on the Product Coalition. While my own experiences with this separated role have been predominantly positive, I tend to see the necessity to split responsibilities for larger organisations. The article is reflecting on why the Agile movement created the Product Owner in the way it did and how it was meant to abolish the Product Manager to start with.
A product’s success is not only defined by its features. Whether it can win in the market to a large extent is owed to the environment it is offered. Customer requirements, competitive offering, market climate, environmental conditions, total cost of ownership (TCO) can have an impact on the products success. A competitive overview is essential for any product manager and a competitive analysis can help sharpen the view.
Product School just today let Joao Fiadeiro share the experience he gathered during his tenure at Google as a Product Manager for Youtube.
Competitive Analysis and Strategy To Win by YouTube PM in Product School.
With the release, a product ain’t done yet. Customers may like that product and go for with this product for a long while. At some point, a new release will bring them to make a decision. HBR has a perspective on the drivers for these decision points.
Als “Product Hunt Product #4 of December 2017” ist das sicher keiner der heissen Tips. Product Manual ist aber trotzdem für jeden Produkt-Manager eine Erwähnung wert, weil sich zu allen relevanten Themen in der kuratierten Sammlung dort etwas findet. Angefangen von der Definition von Produkt-Management über Benutzer-Interaktion (Umfragen!) und Prototypen bis zur Strategie-Entwicklung.
Loaded with articles, videos, podcasts, and more, Product Manual is your essential guide to building remarkable products.