Product managers of software and hardware platforms face unique challenges that PMs of ‘regular’ products do not.
In this panel discussion, Hans-Bernd Kittlaus discusses platform product management with Samira Negm, Peter Stadlinger and Jock Busuttil.
“Hi Jock,
There’s plenty that needs doing. As head of product I could focus on the hiring process and delegate, or I could get stuck in with the products as a player-manager. What’s the right balance?”
Just a quick post to say that Product People Limited is 10 years old today. And I’m proud of it :-)
I was asked recently whether platforms will conquer the world. My view? They already have. In this article I share how they’ve done it, and how you can successfully bring your own platform to market.
When your stakeholders each have their own interpretations of the product strategy, this lack of stakeholder alignment will cause you no end of problems. Here’s what you can do about it.
When we become more worried about risk, four unintended things also tend to happen: bottlenecking, erosion of trust, ossification of process, and a risk appetite that tends towards zero. Here’s what you can do about them.
Hi Jock,
How would you describe ‘measures of success’ versus the ‘definition of done’? I’m trying to explain the difference simply to my team.
How can product management fit into an agency business model? Spoiler alert: _not easily_
Jason Shah says that joining a web3 company can be “an opaque process and a risky decision”. I’d add “ethically challenging and morally grey” to that description.
One of the most important, and arguably hardest jobs we have as product managers is to work with our team to sift through information, read between the lines, and verify what is fact and what is merely opinion.
