For you and your teams

  • Translating the business strategy into a customer strategy and connecting it all together so all functions across the organization understand the product vision (the right things to build) the same way.
  • Communicating the customer strategy (opportunity assessment of market needs, i.e., user’s unmet…


Moving people forward, together

TM


A collection of models and frameworks to support your product organization

Recruiting (for product managers):

https://docs.google.com/forms/d/e/1FAIpQLSeN__vD61Kr4z3oQU2wrw_S-BjyMUgX_5zjd9rd0zSaQOunKQ/viewform

A helpful resource for general PM interview questions:

Explaining the role and responsibilities to PMs:

Getting PMs to competency:

A product pitch template for shaping solutions:

A lightweight UI flow framework for client-side shaping:

How leaders and teams should interact with product teams:

One way to design a product team calendar to drive out busy work:

A communication charter for product organizations:

When you need to align on what’s real with partners across your organization:

When you have a product strategy, here is one way to express it:

Modernizing an organization:

Tracking the health of teams and your organization:

https://docs.google.com/forms/d/e/1FAIpQLSfSf9H553KzYU8e9F_zS9g1H388UrcEZFOjZUzcu4h7twcyMw/viewform

Self-assessment (for all employees) to support those with growth mindsets (Disclaimer: If an individual does not have a growth mindset, this will be gamed):


Deploying the WHY and WHAT and Empowering Teams to Define the HOW

Techniques and principles for objective setting

INSIGHTS:

  • Strategy is so much more than, say, the outcome of a successful strategy, e.g., such as a desired growth metric (increase subscriptions by 70%). Strategy is thinking about the critical issues worth concentrating resources on and rethinking (or reframing) the initial identification of the key problem area with more than one response to the stated problem. It is to reduce the problem scope to make it achievable.
  • OKRs are the tactics that describe what teams need to do to achieve part of a stated strategy, usually on a rolling quarter basis, in a fast-moving and uncertain environment. You do not…


Team Topologies Book Summary

Book by Manuel Pais and Matthew Skelton


The Final Frontier in Three-dimensional Sound Reproduction


What a product leader can bring to the venture capital investment roundtable

Invest in product experiments for pre-revenue ventures

Source: Elisabeth Fosslien
  • Payback Period
  • Monthly Recurring Revenue (MRR) and Annual Recurring Revenue (ARR)
  • Customer Lifetime Value
  • Customer Acquisition Cost
  • And many other standard accounting metrics, e.g., gross margin
  • And, in some cases (such as in B2C businesses), DAU/MAU as the % of users that come back to use x feature(s), i.e., real usage to feed into retention as a predictor over time (driven by the magic moment (desired UX outcome))


What people should know about what product people need to know

Product, Market, Problem Space, and Customers/Users

Domain knowledge breaks into four components:

  1. The market/industry/ecosystem (rivals (direct, secondary, and indirect)), competitive dynamics, regulatory constraints, rising fixed costs, inflection points/attractor states, supply chain, etc.)
  2. The product (how programmatic advertising works, how app stores work, how SMS infrastructure works, etc.)
  3. The type of problem (podcasts — capturing ear share, games — addictive viral loops, enterprise software — saving companies time/$, productivity software — helping people be more efficient)
  4. The customer segments (who are they, and what are their needs, pain points, desires, wants, goals, and motivations?)

The discipline breaks into three components:

  • Product strategy management: Connecting…


Making a choice does not always have to be hard

How Product Managers and Leaders Can Reduce Complexity

The principles of jūdō (柔道) represent speed and agility.


The means to achieve product/market fit

The Product Discovery Platform

JAMstack MVS example.

The audience intended for this article includes, but is not limited to:

  • Pre-seed (pre-launch) technology businesses
  • Technical and non-technical founders attending accelerators
  • Seed (and some series A) stage technology companies
  • Incubators, venture studios, and holding companies that buy tech, engage in acquihires, and/or own and manage product portfolios

Matt Lane

Product management leader focusing on culture, organizational performance, and strategy.

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