I gave a talk recently about how I’ve been using data and analytics to guide my decisions in product management. I’ve edited the transcript a little and split it into bite-size parts for your entertainment. This final bit tells the secret behind meaningful product roadmaps. The previous bit was about the benefits of open and transparent data.
This is a little post about some ways to convince a reluctant development team that experimentation is A Good Thing.
In our New Year’s morning stupor over a restorative cup of tea, my friend Luke was bemoaning how difficult it was to impress upon his development team the benefits of experimentation.
I’m writing about one hundred things I’ve learned as a product manager.
If one were to heft a half-brick down Old Street in London, there would be high probability of hitting someone currently engaged in building a minimum viable product (MVP) of some sort or another. There’s also almost as high a probability that they’re doing it wrong. Allow me to explain.
I’m currently teaching a lively bunch of budding product managers over at General Assembly. After each class, I’ve been setting them a blogging task to sum up their understanding of what they’ve learned. I thought it might be fun to level the playing field a little and open myself up for a little critical retribution. So here are my musings on the first topic we covered: needs, features and benefits. Continue reading
By failing to grasp the demographics of their customer base, Demon Internet appears to have scored a convincing customer service own-goal with their email upgrade.
Does this sound familiar?
- Write document ‘A’
- Copy most of its contents into template ‘B’
- Rework same content into slideshow ‘C’
- Copy slide images into document ‘D’
- PDF and circulate an executive summary of document ‘D’ for feedback from EVERYONE IN THE COMPANY
- File documents A-D in a folder no-one will ever inspect again
If so, read on…
Does your sales team sell your products (like, in exchange for money), or does it give them away as generous sweeteners to guarantee the sale of something else that will hit their targets? Or to put it in another way, does your sales force truly understand the value of your products and can it articulate the benefits to the customer?
Earlier this month, I was attempting to appease my wife by reducing my server’s power consumption physical footprint. In this follow-up, I’ll give you an update on how I got on and pass on a few tips if you’re planning to do the same.
Normal I Manage Products service will be resumed in the next article!
You expend a lot of effort getting people to buy your product and they’re happy with it.
You then go back to your satisfied customers and tell them what they have is now mediocre, so they have to move onto your latest and greatest product version. You see this everywhere, from washing powders to family cars, so it must work for enterprise software, right? So why are your no-longer-happy customers now chasing you with pitchforks and burning torches?
How’s my driving?
As a product manager, how do you know you’re doing your job well?
Depending on your personal motivations you may want to know for your own satisfaction, to give your boss evidence at your next pay review, or to give your résumé some teeth for your next job. 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.