Insights and advice from the deeper layers of product leadership
COVID is gone, and despite the initial hype, the resulting economic slowdown is here to stay. To survive and succeed, your product leadership must be sharper than ever.
A successful product can only work if people actually buy it. But too many product leaders focus on the product itself and not on what makes it sell. Hint: it’s not features. As product leaders you cannot ignore the full customer journey to make sure it makes sense. Here are four things you might be missing.
The customer journey is such an important tool when building your product strategy. It must make sense for people to make even a single purchase. In product-led growth, its importance is even more significant. But many people don’t deal with it at the proper depth. Here is an example of how it really works.
Everyone wants to be product-led these days. But does that mean that you are doing product-led growth? And speaking about growth, how strong is this promise? Here is a disambiguation guide to help you understand what product-led growth really means, and what it doesn’t.
Product-led growth is a hot trend. But how can you tell if it’s just a trend or a real revolution? B2C companies have been doing it for years, so perhaps it’s just a new name for old stuff? The answer, as always, is complicated. Here is what you need to know in order to have a solid opinion.
Everyone knows educating the market is hard to nearly impossible, but people always bring up examples like Facebook or the iPhone whenever I discuss it in my lectures. So what can and cannot work when you want to educate the market? It’s all about what you want to educate them on.
When product leaders need to present to the board, they often talk about the product. But the board doesn’t want to hear about features. They want to know that they can trust you. Here are the important points to make sure you cover.
Managing companies, like households, come with an often overlooked mental load. But ignoring it doesn’t take away its impact, which could eventually lead to not being able to meet any of your goals. Here is what the mental load means for a company and how to deal with it.
Taking risks is an inherent part of product leadership. But what happens when your team members have a hard time doing so, at least to the extent that you need them to? Here are a few things you can do to help them master this important skill.
Your customers seem to want new features all the time. If they use your product, that’s a great signal – it means they care and they want to do more with it. But you end up with an endless list of features in your backlog. Here is a quick guide to managing them.
Did you ever find yourself struggling to explain to your manager why you need more people? You know you can’t continue this way, but while they sympathize with your struggle, they are not willing to give you what you ask for. The good news is that there is another, much more effective way to ask for additional resources, and here it is.
Product leadership seems to require nonstop negotiation with everyone you work with. You have limited resources on one hand and major decisions to make on the other. But are you negotiating the right things? It’s easy to debate solutions, but it’s hardly effective. To generate agreement when people disagree you must dive deeper. Here’s how.
