It's a love-in, says Product Hunt's Nichole Elizabeth DeMeré.
In Summary: To build a successful product, you must prioritise what your ideal customer needs so good communication between Customer Success Managers and Product Managers is essential. When both are in sync, a product's onboarding, free trial and acquisition tactics are optimised for the right customer segments.
The result? Soaring retention rates and and waves of referrals.
Often your customer's success occurs outside your product. The best CSMs understand this 'success gap' and ensure product development is aligned with your best customers' desired outcome, not just their interactions with your product.
Manas Saloi shares the regrets, insights and victories he has achieved since moving from engineering to Product Management.
In Summary: For those transitioning into Product Management, one of the hardest things to accept is that they no longer write code, create beautiful UIs or run campaigns. Instead they focus on less operational tasks such as being super users of their product, leading from the front and ensuring there is sufficient time for QA.
Overall, the job is a simple one: to ensure the team ship the right product to users.
Hannah Kane says many terms in a PM’s lexicon just don’t make sense in the context of a social mission.
In Summary: Terms like 'customer value,' 'product/market fit,' and 'unique selling proposition' are non-starters when you’re talking about social impact work.
Non-profits don't measure revenue or market share, their success is determined by abstract concepts like engagement and the transformative effects of their work.
Likewise, the non-profit sector is highly competitive, but for limited resources rather than market share. Organisations often collaborate when they are working towards the same goals.
Start by validating the problem, says Nikkel Blaase in FastCo Design.
In Summary: A product must have a core user experience which fulfills a need or solves a problem. There is a one-way interrelationship between feature and product: features don’t work without the product.
Product thinking helps build successful features. By defining the problems the product tackles, you answer the question "Why do we build this product?" By defining the target audience ("Who has these problems?") and the solution ("How are we doing this?"), you can lay the groundwork needed to develop a new feature.
You're better than that, says John Cutler.
In Summary: As Product Managers we spend too much time describing what we aren’t or what we connect (the 'how' and the 'what') instead of what we value (the 'why').
This existential angst amongst the PM community is a disincentive for smart, creative people to enter the field.
By way of a solution, John suggests PMs stop defining themselves by what they aren’t and focus on what they care about and how they want to work with the people around them.
Aha!'s Brian de Haaff on how to dodge JFDIs.
In Summary: Product Managers walk a fine line between different stakeholders and differing interests. Once in a while, they'll get requests from investors and board members that can't be ignored.
The best shield for a PM in this situation is a product's strategy. In great companies, investors and managers alike know that the product manager’s responsibility must always be to the customer and the future of the business.
Sticking to your strategy ensures that only the features that matter most will move to the top of the list.
The best products are a conversation says Slack's Amir Shevat.
In Summary: Amir Shevat, Director of Developer Relations at Slack, says Product Managers need to rethink the way we experience products to get feedback faster. The key is to think about interactions as a conversation, and measure how well that conversation is going.
Asking users for feedback doesn't always provide clear answers. Observing them in conversation with the product can often give better clues.
It's not as complicated as it looks, says UserVoice.
In Summary: Not being a “maths person” or a data scientist is no longer a valid excuse to avoid data. There’s not much actual maths involved in data-driven product management as the vast majority of tools come with analytics packages that collect and present data.
Product managers can make more well-rounded product roadmaps by relying on a combination of feedback and data. Customer feedback is fuel for ideas, while data is fuel for decisions.