Saving yourself from product management hell
If you recognise the symptoms such as not being allowed to talk to customers, and my personal favourite, “screw research, let’s build!”, then you may be in product management hell.
If you recognise the symptoms such as not being allowed to talk to customers, and my personal favourite, “screw research, let’s build!”, then you may be in product management hell.
At best, organisations do a bit of user research up front and no more, then set off on their journey to create the product – they might as well have a blindfold on.
I talk about the 5 product leadership lessons I learnt about digital transformation and working with autonomous, empowered delivery teams.
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?
More often than not, user personas are just a laborious way to decorate the walls. Are you making these common mistakes?
Building or changing a product culture in your organisation isn’t just about having the right ingredients, it’s about knowing how to combine them successfully.
3 questions and answers: What exactly is a “Freelance Head of Product”? What is a great product? What are the key criteria for a great team?