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.
I was reading your article about growth product managers. What is the difference between ‘growth hacker’ and ‘growth product manager’?
When you start out as a head of product, you’ll probably need to create a community of product people. In this article I share my advice to help you get the ball rolling with your own community of practice.
Revenue growth is the ultimate vanity metric. It’s lagging and measures an output, not an outcome. That’s why it’s a terrible choice of OKR.
Because so much of product management is about working with people, it’s important to take time to reflect on the kind of first impression you make to those people. In this latest entry for my series of 100 things I’ve learned about product management, I pass on my coaching advice to help you make the best possible impression every time.