Discuss your product practices, share practical tips, and build the connective skills to build better products.
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Productboad and Product Collective recently partnered to survey 1400+ product professionals on how they are approaching product management and finding opportunities in times of uncertainty.Join Mike Belsito, Co-Founder of Product Collective, and Sophie Lalonde, Group Product Manager at Productboard, for a detailed discussion of our findings. You’ll learn:• How product management has been impacted by the global economy• Common challenges faced by product managers and leaders• Ways the product community can prepare for an uncertain future Register now and join us for an exciting discussion: https://www.productboard.com/product-management-uncertainty-product-collective-webinar/
This week I listened to a great interview with David Rock (CEO and co-founder of the Neuroleadership Institute) on the Brave New Work podcast. David had this to share:People don't dislike feedback; they just dislike feedback from other people. We crave feedback, [but] feedback from other people creates a status threat. I get it, but feedback is a hugely important part of developing our skills and making improvements to our own performance and growth. Those learnings and insights shared — especially if we approach it with a self-aware and open mindset — can be hugely valuable to us as product manager and leaders.So I’m curious, how do you ensure a robust feedback structure in your product practice? What are your go-to resources on this topic?p.s. If you’re looking for resources on this topic, just out Kim Scott (author of Radical Candor) and Douglas Stone & Sheila Teen (authors of Thanks for the Feedback), and this latest episode from the Brave New Work podcast with Rodney Evans an
ProductBoard’s multiple integrations make it insanely easy to have a higher quantity of well-documented insights than anything I’ve experienced in the past. That’s obviously wonderful. The challenge I’m running into already is that Gong is a source of gold, and a time sink. As we add more reps and we add more demos, it’s consuming a lot of time. On the flip side, asking our sales team to pick and choose what things they push to PB leaves a lot on the table, and removes time from their revenue generating activities. Also, massive confirmation bias comes into play.What process have you found that helps balance time with the great information prospects give you on their calls with the sales team?
Retention is the new conversion, especially when businesses start to tighten their belts. Join product leaders from Productboard & our partners at Intercom and FullStory on Dec. 7 to hear about the strategies we - and our customers - use for improving retention and reducing churn. Sign up here!
Relying on 6 key factors to drive success, highly effective product management functions are:Customer-centric Strategically aligned Data-driven Accountable Continually improving Well-resourcedDownload your complimentary copy of The Business Impact of Investing in Product Management, a commissioned study conducted by Forrester Consulting on behalf of Productboard, to learn more!
This is part of our ongoing series profiling some of our community members at Product Makers. If you’re interested in reading others, check out our previous Featured Makers.This week we’re featuring @gavin who’s the Vice President of Product Management at Govenda, a boards of directors relationship and compliance management platform.Starting in Product ManagementHow'd you get started making products that matter?I started building websites with Notepad before Netscape 2.0 was released. At that point, I got hooked on making things that are useful to humans. I eventually spent a short time in college learning to be a computer engineer and learned that was not my path. I then moved to Visual Communications/Graphic Design where I had more fun, but ultimately wasn’t a great graphic designer either. After spending several years working as a web designer, I got a job at a small software company. There, I had the opportunity to design a new piece of software from the ground up and discovered th
Fred Brooks, author of the seminal book, The Mythical Man Month died yesterday. If you don’t know the book, you should go find a copy and read it. It tackled the head-on the idea that throwing more people at a problem that’s behind schedule delays it even more and also ideas around the complex interrelationships between tasks and the people performing them. The book isn’t about product management, but valuable none the less.Ironically, as my friend @Ian Ames pointed out on LinkedIn, “47 years after it was first published we still have conversations about 'throwing more people at projects’”Read the book? What have been some ways you’ve applied it to your work?
Love this quote I recently saw from James Clear:One of the simplest ways to win is to always connect the small things you do to the larger thing you hope to accomplish.Thinking about this in the context of our work in product, why do you think we sometimes struggle to make this connection? For example the small things “outputs” aren’t always connected to the larger things “outcomes”.
Interested in hearing what product leaders think are the 2023 product trends to watch?Tune in on Dec. 8 to the Product Trends & Tactics 2023 Leadership Roundtable with @SK_Productboard — Productboard’s SVP Product — and our friends at Chameleon, Amplitude, and User Interviews to hear more!Sign up
A bad product roadmap leads to team misalignment, frustrated stakeholders, and wasted time and money on products that users don’t want. Our latest product survival kit explains how to:Develop tailored roadmaps for different audiences Build living roadmaps that encourage greater collaboration Focus on outcomes, and better connect roadmaps to your product vision, strategy, and objectivesGet your free product survival kit today to start building transparent roadmaps that drive team alignment and improve efficiencies!
Hi Product Makers! :) I got these very interesting questions from one of our B2C customer, can you guys help me provide more insights into how you do it at your company? 1. What usability metrics do they use to measure the overall product is getting better? We are measuring specific business metrics (e.g. average order value) and input metrics (e.g. time to add product to cart) but these don't say whether customers are overall happier with the web/ app. 2. How long do they measure/ test the impact of a new feature before releasing to all customers? 3. How do they communicate overall impact of their teams to board/ execs? Especially when so much of proving product value is down to testing and if these are not run well it is difficult to definitively prove value. THANK YOU
Hi ProductmakersI am currently searching for a new tool to analyse our saas product users behaviour. Currently we have matomo set up but it seems realy focused on marketing and SEO instead of delivering meaningful data for product decisions.Does anyone of you have any experience with these Tools like Matomo, PostHoc, Amplitude etc.?I am currently keeping an eye on PostHoc since it has the ability to self-host which is a real deal for our customers. Happy to get some of your feedback. Thank you in advandeKind regardsDominik
Hi!Hoping to get some thinking help on this topic from you amazing product people. My manager wants me to find out if/how we can sell our IP to larger competitors or to other systems that could better/improve their offering with our software. Where do I start? What questions should I be asking and to who? What information will those big players be looking for if I approach them?I really appreciate any support on this. Thank you :)
Hey there,Hoping the 7000+ community members we have in Product Makers 😄 might be able to share some best practices with me re: how customer success and product teams can work better together. We’ve had some similar posts before about this topic from @Hasso and @Sophie Lalonde plus I did a related webinar back in May :-) I don’t want to bore anyone with stats but some research I got from our team suggests that nearly 70% of product teams say that the products and features they release are not consistently well-received by customers. Ouch!I’m trying to be a better advisor to my customers and advise them on some best practices that they could try out to improve that type of stat. Of course there are many things that go into building great products but one thing for sure is a deep understanding by product teams about their customers and CS teams (& other GTM teams) can really help with that if they become like best friends with product. What type of practices do you see at your compa
Organizations with advanced product management practices are 27% more likely to overachieve against revenue growth!The Business Impact of Investing in Product Management, a commissioned study conducted by Forrester Consulting on behalf of Productboard, unpacks the challenges facing the product management function, and reveals what successful organizations are doing differently. Get your free copy today!
Hi everyone, A little bit of context: I work on a B2B SaaS product. Recently we have implemented Hotjar to track user’s behavior when navigating on the platform. One of our customers is putting pressure so that we share the data with them and regularly report on the data itself. My main questions are: Are you sharing data with customers? Have you ever faced this challenge of a customer pushing to get access to this data? If so, how have you addressed this challenge?
ICYMI, recordings are now available from our 2022 Product Excellence Summit. Catch up on-demand and hear from industry leaders and experts about how to tap the collective brain power of your teams and customers – and the technology that empowers them – to make products that matter, faster. Watch now on-demand
Are you confident that you’re building features your customers really want? Check out our newest infographic to discover the 3 simple steps you need to follow in order to create stronger product roadmaps. You’ll learn how to: Improve prioritization tactics Prepare a clear vision for all your stakeholders Become the best roadmap storyteller possible. Get ready to create a product roadmap that shows results!
Sharing some notes from our October Product Makers Roundtable event.We post these after each event to share a bit about what was discussed (without giving away specific details or confidential information).Topic 1: Customer interview best practicesKnow the purpose of the interview (e.g. discovery in the problem space or discovery in the solution space? General problem discovery?), the outcome you’re trying to get to over your time together, and establish a list of the discovery questions you want to ask Leave room in your interviews for you to respond to and dig deeper into what your customers are sharing with you in the interviews Partner with others to establish the goals and questions for the interview, bring in your engineering, design, and other stakeholders where needed. Also helps as someone can focus on the interview while someone else takes notes Good question examples: What are you doing today? What’s frustrating with the current options? What can’t you do today? Read: Interv
Only 5% of new products survive… so it’s critical that product makers build a roadmap to success in order to ship products that customers will use. Download our new product survival kit to learn how to implement a prioritization framework that builds organization-wide roadmap alignment.
"But will this scale?" is the worst question to ask during early discovery.1/2: Scale begins 2+ years post-launch. Any attempt to answer that question sooner is a guess.2/2: Asking this question shows others that you're operating from a place of fear. Your innovation strategy is to build the thing with the least risk of failing.Instead, ask questions that encourage deeper thought and curiosity:- Why is now the right time to do this?- If we say yes to this, what will we need to say no to?- How might we fail?- What would happen if we did nothing about it?
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