Nearly 20 years after the publication of the first Scrum book, the product owner role is still riddled with misunderstandings. It’s not uncommon for me to meet someone who refers to her- or himself as a product owner, only to discover that the person owns a feature or the product details but not the entire product. Other times, I meet people who say they are product owners but who manage a whole product portfolio. This article helps you reflect on and improve the way the product owner role is applied at your workplace. It describes six common types of “product” owners. It shows how the roles differ and relate to each other, and it explains how you can effectively apply them.
Digital products can have a significant impact on the users–from saving lives to exposing people to harmful content, encouraging unhealthy habits, and contributing to climate change. It is therefore important that we take responsibility for the ramifications of our products and make ethically sound product decisions. This article offers five guidelines to put product ethics in practice and create products that truly benefit their users.
Managing a growing product can be as rewarding as challenging: Involving more people and teams and scaling up is hardly ever easy. This article shares 10 practical tips to help you effectively scale as the person in charge of a product.
Listening to users, stakeholders, and dev team members is crucial for product people. It helps us build rapport, generate new insights, and make inclusive decisions. Unfortunately, we can so busy updating and convincing others that we forget to attentively listen to the individuals we communicate with. This article shares 12 techniques to help you improve your listening habits and become even better at understanding others.
Working in product management is rewarding but demanding. As product people, we have a large set of diverse responsibilities, which often translates into a high workload. But continuously working too hard carries the risk of becoming chronically tired and stressed and sacrificing our health. This article discusses techniques that help you achieve a healthy, sustainable pace and avoid the danger of being constantly overworked.
Developing a successful product is not down to luck or trying hard enough. Instead, product success starts with making the right strategic decisions. But as product people, we are often so preoccupied with the tactics—be it dealing with an urgent support request or writing new user stories—that we sometimes no longer see the wood for the trees. In the worst case, we neglect the strategic work and end up with an unsuccessful product. To avoid this pitfall, you should establish an effective product strategy process, as I discuss in this article.
Digital transformations often focus on new technologies, agile practices, and new business models. While these are undoubtedly important, a further success factor is sometimes overlooked: product management. In this article, I share my tips for establishing an effective product management function to achieve a successful digital transformation, offer the right customer experience, and help unlock the organisation’s innovation potential.
As product people, we can be very fond of the products we manage. While it’s good to care about them, we must not forget that they are a means to an end: Products only exist to create value for their users and the business. It is therefore important that your product helps your company move forward and supports the overall business strategy, as I discuss in this article.
Being an effective product leader is not easy: It requires embracing people’s ideas as well as saying no, being neither too accommodating, nor too assertive. This post helps you recognise and overcome two common, ineffective leadership styles, feature broker and product dictator, and develop a balanced, successful leadership approach.
As a product manager or product owner, you guide and lead the development team and stakeholders. But you usually don’t have the authority to tell people what to do. Creating alignment and ensuring that everybody is moving in the same direction can consequently feel like herding cats. Luckily, there is a solution: working with shared, connected goals, as I explain in this article.