Imagine attempting to persuade a stakeholder and it results in increased resistance. So much talk, so much rationale, so many facts. And because your approach was logical — one that leveraged data, your experience, and expertise — friction and disagreement ensues.
The Product Manager title alone won’t sway others, nor will it command the attention of stakeholders. Bottom line, we have no power to make other people see things as we do. You aren’t going to win every battle. Leadership is going to be wrong sometimes. Engineers will estimate wrongly. And Sales will always promise things your product doesn’t and will never do. And because you work at the intersection of groups of people — often people from different backgrounds — there will ...
Posted on February 24th, 2018
The market changes. Trends in the marketplace affect the appeal of your message and the profitability of your product. Winning products thrive on big thinkers with the expertise to solve common challenges.
Should a company hire a product manager with years of experience in, and knowledge of, the industry? How about a product manager who can quickly master a market and domain. One with generic, transferable product management capabilities. One who engaged with not just new technologies but also new business models. Who evolved in tandem with the types of products, customers, and markets they engaged with.
You make your own luck.
Rotating through products doesn’t require an MBA or the perfect mix of business, technical and design...
Posted on February 4th, 2018
It is 5:00PM in the office, and a member of the engineering team stops by the Product team desk and expresses they want to build everything at once. When discussed, the head of engineering states that excessive rework undermines motivation. That they prefer focusing on code without a lot of distraction. That continual change tends to corrupt the structure of the software and once something is “done" it should never be revisited. What is wrong with these people? Is there a subculture of haters holding back continuous integration so to prevent the validation of the evolving product?
It turns out the answer is no. Customer-centric rapid delivery can be perceived as a randomized environment. Rework could show problems in the requirements ...
Posted on January 7th, 2018
Product Management aims to clarify objectives, priorities and help focus efforts on them. Founder Institute startup founders and attendees were focused and truly enjoyed my product management presentation. I was lucky enough to be able to talk about Product Management and how now it’s their job to sell the goddam dream… every day. Founder Institute is the world’s premier idea-stage accelerator and startup launch program. - check out my event deck below:
Great companies are built on great products. from Paul Ortchanian
Posted on January 1st, 2018
I’m delighted to finally be advising Porpoise, which I’ve wanted to do for a long time.
Evidence from surveys, management consulting, journalistic and corporate sources show that CSR is an emerging and important driver of employee engagement. These sources identify CSR’s influence on employee attraction, retention, and satisfaction. Porpoise provides a turnkey solution for organizations to excel in this area. Their unique engagement-first approach to CSR transforms the way employees and companies support the causes they care about.
“Only 31% of businesses engage employees on the company’s CSR objectives and initiatives1". It is true, and most businesses don’t use their CSR strategy development and implementation to rally the company ...
Posted on December 30th, 2017
I've been in product for a while. Each year I write a few lines to re-frame what the hell it is I do and how to remain successful.---
Product management is a discipline of quirky nonconformists responsible of defining the “why". Winning products thrive on the direction of these individuals who evolve in tandem with the types of products, customers, and markets they engages with. I have yet to see a standard job description for a Product Manager. None of the work I do happens in a vacuum which is why we must learn to influence; not direct. Remain aware of company culture while managing the product system to build social capital. Earned social capital allows us to influence the success of product roadmaps.
The first decision to make is...
Posted on December 25th, 2017
About a year ago, thanks to my product leadership role at WatchMojo I got to lead an AI-powered chatbot initiative.
There’s been an explosion of messaging apps: 1.2 billion people use Facebook Messenger, 1.2 billion people use WhatsApp, which is owned by Facebook. Snapchat, in terms of non-native iOS apps, is No. 2 in terms of how much time people spend with that app. iMessage is the most used iOS app. And of course, good old-fashioned SMS is on 4 billion phones.
Often companies decide to expand their product portfolio of offerings to better support an existing market. Instead, we decided to promote our existing set of video offerings to a new market segment. We wanted to engage users through 100M+ devices including voice-activated ...
Posted on December 8th, 2017
This year, by partnering with Founder Fuel, Founder Institute and D3 Innovation Center I set a lofty goal to undertake pro bono advisory work. I gave over a hundred hours of advisory services in the startup interest. Including to individuals, fast scaling tech companies and incubator groups.
I did so for the pedagogic value of enhancing my product and business related skill sets. The standout component was the one-on-one time with the startup founders. Running a startup is not easy work. They forgo stability in exchange for the promise of fast growth. The solutions are not obvious and success is not guaranteed. I hope they gained from my experience, network of people, encouragements and ideas.
The ones below are leapfrogging to su...
Posted on October 29th, 2017
The tyranny of the urgent can lead product managers down slippery rabbit holes. The ones that set you up to those "unconnected dots" discussions where all you do is puke out frustration. You improvise, make up emotional reasons why certain features will take priority over others. You say it with a this-is-my-turf-don’t-touch-it tone. It stirs up resentment, leads to a loss of integrity and sometimes irrational acts.
I’m often asked how I pull myself out of the weeds and work strategically and long-term. The first and paramount responsibility of a product Manager is a never-ending, difficult, oft-shunned task of building a shared understanding of the product strategy through listening, influencing, and repetition. The creation and man...
Posted on September 3rd, 2017
Empathy is key to building great products. Give it to your office community, and they will love you. Be a good listener. Encourage them to talk about their product ideas. Talk in term of their interests, let them feel that the idea is theirs and use it to firm up your roadmap. The empathic component is what makes a product manager special.
In a field that values objective performance, spending your time on empathic interaction is perceived as a waste of time because is not measurable. But there is a connection between empathy and other outcomes, such as enhanced team buy-in, smoother communication and information exchange.
Let's analyse this from another professions point of view. Researchers have long...
Posted on September 3rd, 2017