Insights and advice from the deeper layers of product leadership
Creating a product strategy is almost never a matter of answering a few simple questions and figuring it out. Moreover, it’s not like there is a right answer that is objectively true (and even if there was, you wouldn’t be able to know it). Sounds confusing? It is. But here are quick methods to take you out of the talking and into action.
Once you have a product strategy that you have confidence in, it’s time to translate it to execution. But execution tends to drown you in the nitty-gritty details until you lose sight of the bigger picture. Here are three effective ways to make sure your roadmap remains at the right level.
Creating a solid product strategy is an ongoing process, not a one-time effort. Once you created a first draft that you are happy with, it’s time to bring it to the market and iterate according to the feedback you get. But how can you test a strategy? It’s actually simpler than you think.
Product strategy is hard because of many reasons. But eventually, when it comes to making actual decisions, there is one barrier that prevents many leaders from reaching any conclusions. This guide reveals what it is and how to overcome it.
Product strategy is one of the most important tasks of the product leader, and definitely one of the hardest things to do. In the effort to bring the company’s vision into reality, the details matter, often more than the innovation and completeness of the vision itself. This should be your first step into product strategy.
Most people think that squads are a formal org structure. They can be, although that requires a very specific setting and a number of supporting systems to work well. But they don’t have to be, and there are major benefits to leaving the formal R&D structure as is, and adding squads on top of it. Here are 4 reasons why you should work this way.
This series of articles should help you structure your way from company vision to product strategy and then to execution
Your journey to product-led growth starts way before you actually launch the product, but it definitely doesn’t end there. Realistically, this is just the beginning. Here are the things to keep in mind when your product meets the road.
Getting everyone excited about the next project is always a challenge. But when projects last too long, let alone when they weren’t that exciting to begin with, it’s hard to keep the team motivated, which, in turn, leads to the project dragging even longer. Here are a few things you can do to end this vicious cycle.
When I talk about roadmaps with younger product leaders, I often hear things like “we don’t need one, we are agile” or “why build a roadmap when things will surely change”. This couldn’t be farther from the truth. The roadmap sets the strategic direction of the company, and when built right it also doesn’t have to change that frequently, despite your agility. But there are times of real uncertainty that raise the bar on why and how to build a roadmap that will serve you well. Here is a quick guide to help you guide the team through the unknown.
Here is the bottom line: eventually, yes. And if you can find an amazing product leader who happens to be also a domain expert, of course you should hire them. But if you need to make a compromise, where should it be? On the product side or the domain expertise side? And which compromise to make? Here is my take on this common dilemma.
Product management is such a busy job. The hectic day-to-day in itself contains more work than one can do, but we all know that real product work requires much more than that. How can you make time to get to the important things? Here is a quick guide.
