Part 2 of 6x6 series, where we share perspectives from six PMs on six questions about product management. New article every other week. See Part 1.
As product managers, we think about how to make better products all the time. We develop strategies to turn ideas into tools.
But what makes a product any good? What makes a good product strategy? And how do these relate? We’ve brought together answers from six points of view to create a fuller picture.
Prioritisation is perhaps the single biggest determiner of whether your product is successful. PMs ensure the team has a clearly prioritised roadmap.
Yet it’s not a predefined formula — else every competitor would build exactly the same thing at the same time. Prioritisation may not use a formula at all. And, despite its strategic importance, companies often don’t even have clear methods of prioritisation.
But your team must master this skill to be successful in the long run. …
Part 1 of 6x6 series, where we share perspectives from six PMs on six questions about product management. Stay tuned for a new article every other week.
It seems like every PM I’ve met has had wildly different career paths, and yet we all found ourselves drawn to the role. Ahead of discussions on PM best practices, I spoke with 6 talented PM friends on their origin stories.
People forget that the process of elimination is progress — if you try something out and it doesn’t work, you’re still learning and progressing towards a goal. I was fortunate to have…
I’m Julia, and I’m a product manager in tech. Demand for the role has grown, and yet it’s still fuzzily-defined and constantly evolving. So, I seek to understand, learn, and document PM best practices and thinking.
I’ve been pretty dormant the last few years, so I’m here to say that I’m hitting unpause. I believe that professional knowledge should be free, so the work on this platform will never be behind a paywall. Product management is my full-time career.
I write for the aspiring product managers and the existing ones. I write for anyone who thinks about how to build…
A team is a complex thing, with hundreds of decisions being made daily, in all variety of ways. As our team has rapidly grown, we’ve been talking about how to stay nimble while empowering everyone to contribute.
Transparency and trust exist on a spectrum — they can be traded off for one another depending on what is needed. To move fast AND ship value, you’ll need to agree on which decisions require transparency and which ones require trust.
Many corporate giants today began as startups who disrupted industries and pushed aside existing giants to become dominant players in the market.
As they got bigger, these companies had more resources to experiment and more expertise which could help them avoid mistakes and get creative. Yet corporate giants — even the ones who started out as innovative startups— are notoriously terrible at innovation. But why?
Even if your company continues to experiment and embrace failure, even if it manages to maintain ‘small company’ culture, even if it stays flat and nimble, even if it’s not afraid to cannibalise its own…
Jeff Bezos says, it’s always day one at Amazon. What exactly does that mean? Bezos knows that, to stay alive, a company must always be evolving. Always experimenting, always moving on to the next thing — because customers are always changing, markets are always reshaping, and fresh competitors are always coming in.
To beat your competitors in modern industries, a company must meet its customer’s needs better than competitors do. Because we customers have access to information like never before, can be reached and targeted with incredible efficiency, and share our voices and opinions without hesitation. We dream of innovation…
Find related earlier post, The Product Manager vs. The Strategist, here. Stay tuned for part III: how product managers and strategists should collaborate to create even more awesome.
If product and strategy have the same goal — to fulfil a company’s why — why are they often separate? How did they get to be different roles?
The role of the strategist is only about 50 years old, and the product manager only 20. Yet the ideas and practices of product and business strategy have come to — formally or informally — permeate virtually every industry, market, and modern company.
The coffee you’re drinking, the videos you’re streaming, and that pair of Converses you’re wearing — all your choices were driven by what was available and desirable. But who put those options there? Who decided that Nestle should create an espresso machine? Who made Youtube a household name? Who told Nike to purchase Converse?
Product managers (PMs) and strategists drive such decisions, and thus shape your world. Both choose which problems to solve and which goals to go after. Both turn grand visions into tangible goods and market realities.
At the moment, their worlds are disparate. PMs and strategists see…
The world is teeming with ideas. Being aware of what’s out there is critical to success. But how do you actually use insights from other businesses and industries to evolve your own ideas?
We use a handy, dandy mental map.
Every idea — product, feature, service, process — can be broken down into elements that connect to one another. The particular combination creates a mental map.
For instance, here’s a simple map for Netflix’s distribution system:
Netflix licenses content by region. It gets branded content from its content providers and its Netflix Original content from its own studios. …