Why risk building the wrong products if you can first validate your understanding of existing user needs and ideal solutions? Set yourself up for success by incorporating product discovery into your product management process. In our new ebook The essential guide to product discovery, we aim to: Place product discovery
As product managers, we’ve all heard the adage that if Henry Ford had asked people what they wanted, they would have said a faster horse. And if he’d listened, the Model T might have been designed to gallop in exchange for carrots.
As humans, we all have basic needs: food, water, air, shelter, and safety — to name just a few. And according to psychologist Abraham Maslow, these needs are structured in a pyramid, the Hierarchy of Needs. The needs at the lower levels of the pyramid are our most basic needs
Written by Ken Sandy, experienced product leader, author of “The Influential Product Manager,” and industry fellow and lecturer at UC Berkeley, where he teaches the engineering school’s first product management course. What distinguishes an outstanding product manager from a good one? I thought a lot about this question when writing
Friction in the sales and product partnership is nothing new. Sales teams often express frustration that they’re not more involved in the process of prioritizing what product or feature to work on next. Meanwhile, product teams are often skeptical of requests from sales, citing the fear of becoming a sales-led
Product roadmaps are a visual representation of where a company’s product is headed and why. And because this affects everyone — not just the product team — the roadmap should be a collaborative effort.
Before you can develop a culture of transparency in product management, you need to understand what it is and make sure that you are doing it for the right reasons.
How do you run product-led growth experiments in your company? Do you have a clearly defined system? Or do you use trial and error with little to no structure and hope the most promising ideas stick?
While the product manager has a highly strategic role and is accountable for the whole product lifecycle, the role of the agile product owner entails a more narrow focus and closer work with the development team.
Find the product management conferences you can’t afford to miss in 2020 with this complete list of every product management conference by region and date.
Consider a consumer mobile app that sells a monthly subscription to its service. Over the last 12 months, it’s shown stellar revenue growth of ~16% month-over-month for a 12-month period. On the surface, the app looks like it has a healthy degree of product-market fit. However, going one level deeper
It’s true that some product failures may be unpreventable, but many can be avoided by mastering the three pillars of Product Excellence — deep user insights, clear product strategy, and inspiring roadmap.
