One of the biggest mistakes I see product managers make is making decisions in isolation: Deciding on strategy without considering how it impacts product discovery and delivery, or determining UX and features without letting strategy guide those choices. Great products, however, aren’t built by separating strategy from execution. They’re created by connecting them. That’s exactly why I developed my product strategy model—a simple but powerful way to link product vision, strategy, roadmap, and backlog. This article describes the framework in its latest, revised version.
One of the biggest mistakes I see product managers make is making decisions in isolation: Deciding on strategy without considering how it impacts product discovery and delivery, or determining UX and features without letting strategy guide those choices. Great products, however, aren’t built by separating strategy from execution. They’re created by connecting them. That’s exactly why I developed my product strategy model—a simple but powerful way to link product vision, strategy, roadmap, and backlog. This episode describes the framework in its latest, revised version.
Is it a good thing when product managers are hands-on and use AI to build prototypes and generate code? Will it increase productivity and job satisfaction? Will it deliver better products faster? Or will it result in poorly designed applications full of technical debt that nobody wants and needs?
Is it a good thing when product managers are hands-on and use AI to build prototypes and generate code? Will it increase productivity and job satisfaction? Will it deliver better products faster? Or will it result in poorly designed applications full of technical debt that nobody wants and needs?
This article explains how you can successfully implement the product operating model—based on my experience of helping companies introduce and improve a product-centric way of working over the past 15 years.
In this episode, I explain how you can successfully implement the product operating model—based on my experience of helping companies introduce and improve a product-led way of working over the past 15 years.
Product teams play a key role in solving user problems and achieving product success. But who should lead the team and manage its work? The Head of Product, the product manager, or someone else? In this article, I explain why product teams should be self-managing. I describe the benefits this approach offers and what it takes to succeed at self-management.
Product teams play a key role in solving user problems and achieving product success. But who should lead the team and manage its work? The Head of Product, the product manager, or someone else? In this episode, I explain why product teams should be self-managing. I describe the benefits this approach offers and what it takes to succeed at self-management.
Strategy and product teams are both key to achieving product success. But what exactly do we mean by strategy? Which one is most relevant for product teams? To what extent should the teams shape strategic decisions? And what role does the head of product play? These are the questions I discuss in this article.
Strategy and product teams are both key to achieving product success. But what exactly do we mean by strategy, and to what extent should product teams shape strategic decisions? These are the questions I discuss in this episode.
