A founder's mindset is critical to effective Product Management, says Uber's Vinay Ramani.
In Summary: The latest episode in Mike Fishbein's excellent podcast series.
Vinay is Head of Global Growth at Uber but has over 15 years experience as a Product Manager building products and teams in new markets.
In this insightful discussion, Vinay discusses how companies decide when to expand into international markets, how product leaders approach team building and why culture is critical to international growth.
Prioritise customer value, says ProductPlan's Jim Semick.
In Summary: Why do so many companies and startups struggle to release winning products? One of the main reasons is the proliferation of tools and knowledge for making products, meaning more competitors and ever-greater expectations from customers.
None of these undermine the fundamental Product Management principle that you win by delivering value to your customers. Jim examines a number of key ideas that can help Product Managers focus on delivering greater customer value over the next year.
One is to make cloud-based software products modular, another is to think about your product not as a stand-alone tool but as part of a larger solution. Salesforce, for example, offers a scaled-down platform at a price point small businesses can afford alongside its enterprise-level solution designed for large corporations.
Automating as much of your customers' work as possible is always beneficial as is leveraging your data on their behalf. Why not take your anonymised data and create aggregate industry data reports that you can publish in media outlets that your users will read?
As long as you prioritise customer value in 2017, your products - and you - will be successful.
Don't leave without asking these, says Cliff Gilley (aka The CleverPM).
In Summary: There are several very specific questions that Product Management candidates should pose to potential employers.
The most important is establishing the company’s view of what Product Management is, and comparing it to your own. Knowing the size, shape and organisational structure of the team is the next step toward understanding the role. If you’re going to be reporting up through Marketing, the job is going to be very different from one that reports up through the CTO.
It’s very common to see the lines blur between project and Product Management. If you hear talk about running daily scrum meetings, doing detailed triage or focussing on specifications you might want to be careful.
There's a variety of levels of 'ownership' that Product Managers are endowed with, and it’s important to understand just how much freedom you’re going to have to make decisions before seriously pursuing any role.
The big themes from a big event, by Martin Eriksson.
In Summary: London's Mind the Product continues to go from strength to strength. This year's event was jam packed with the usual Product Management thought leaders, including Drift's David Cancel, Facebook's Simon Cross, Google's Elizabeth Churchill and (of course) Marty Cagan.
Many common themes emerged. The importance of storytelling, of listening to customers and building teams that work effectively resonated throughout.
The theme that stood out was ownership - of a problem, solution, story or process. Ownership enables good Product Managers to lead, via persuasion, creativity and professionalism, towards the outcome of a successful product.
The hard thing about Product monetisation.
In Summary: Monetisation is as important for Product Managers as the customer problem and the Job to be Done. You should worry about monetisation before building a product and shouldn't delegate ownership for this aspect of the service.
You can build a great product, even have a killer team, but commercial tactics will blow you up very quickly if you don't focus on them from the beginning.
Key considerations include deciding upfront if you're a B2B or a B2C product, ensuring your price is high enough to cover your costs and making sure customers can pay you the way they want to. Users in many emerging markets have neither bank account nor credit card and are suspicious of payments that automatically renew.