Charles Du on the difference between good and great.
In Summary: Posts on Product Management greatness have existed since Ben Horowitz coined the phrase 'Good PM / Bad PM.' Charles calls out product vision, an ability to execute and leadership as the 3 signs of a Rock Star.
Prabhakar Gopalan from PG Consulting says good Product Managers focus on every customer interaction point and the people who support it.
In Summary: Customer Success is to retention what Growth is to acquisition: the new normal for digital product. Product Managers need to understand best practice in order to support their Customer Success teams effectively.
This means being pro-active about customer outreach, regularly surveying new customers or checking why they haven't engaged during their trial. Customised communication is the objective here, underpinned by a rigorous segmentation of customer data.
Matt LeMay dispels some popular myths about Product Management.
In Sumary: Too many people think that Product Managers are a unique combination of engineering expertise and Steve Jobs-style vision.
In fact, product management is fundamentally about making connections and creating understanding across different roles, not about telling people what to do. The best Product Managers are like nodes at the centre of a network, the point through which information flows.
Ellen Gottesdiener of the BPMA has her own take on the Product Manager Rock Star.
In Summary: A great cross-reference for Charles Du's post above. Ellen calls out product knowledge,
customer insight, visionary communication and effective prioritisation as the keys to product management success.
Truly great companies can innovate and execute at the same time says Marty Cagan from SVPG.
In Summary: Innovative cultures are defined by open-mindedness, experimentation and diversity. Executional cultures favour urgency, integrity and accountability. Empowerment is shared across both.
Very few companies are equally strong at innovating and executing - Amazon is the best example of one that excels at both.
Henry Kressel and Norman Winarsky in Harvard Business Review on why failure isn't an option for all.
In Summary: 'Failing fast' and celebrating failure are firmly held mantras of digital product development. But failure appeals more to investors, who are spreading their risk across a portfolio of products, than to founders who are solely invested in one venture.
Often the true success of a product is determined by the nature its investors and the speed at which they are looking to see a return.