If you find yourself attempting to win over the rest of your organisation to a more user-centric, evidence-led way of working, remember how jarring change can be and actively work to soften the impact for them.
We product managers are a surprisingly upbeat bunch considering that we seem to spend a good proportion of our time making compromises. We very rarely get the opportunity to deliver everything we need in a product.
This shouldn’t come as a surprise, however. We very rarely have truly ultimate say-so on the scope of a project; there’s always someone higher ranking that likes to make their mark on the world. Similarly, technology has a habit of getting in the way sometimes. Or pesky compliance issues. And so on.
As a product manager, how do you know you’re doing your job well? This article outlines the problem with traditional metrics for product managers and offers some better alternatives for measuring success: communication, ideas, roadmapping, launch and end-of-life.