The other day, I was asked how to launch a product successfully. Two competing responses sprang to mind: the way I would have answered a couple of decades ago and the way I actually suggested.
What’s the best way to help agile teams move away from feature delivery to focus on outcome over output?
Do you have a name for continuing to find/refine product-market fit? Or is product-market fit something you find once and then ignore after you found it?
Okay, okay, so maybe likening the Project Management Office (PMO) to the Empire hunting down the Rebel Alliance is perhaps a teensy bit combative. But it’s how I feel sometimes. Just don’t let my desire for a weak pun give you the wrong impression. Let me explain.
Compared to when I started out in product management, we’re a lot better at defining what a product manager does. It’s always worth a reminder, so I’d like to share with you a talk I gave last summer, What does a product manager do (and not do)?