Tag: Product Management
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Product Portfolio Management – Integrating Business Processes vs. Products
Let’s start this discussion of integrating business processes vs. products with the spotlight on pre-sales, sales, and customer on-boarding since they bear the brunt of the ripple effect. Here’s the scenario. You’re in the throes of the sales cycle and it’s product demo time. In addition to functionality, you’re highlighting the fact that all your […]
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Product Portfolio Management – Market Strategy vs. Product Strategies
Going all the way back to my practitioner days, it was apparent then that as product management goes, so goes the rest of the organization. I guess that shouldn’t be a surprise since everything revolves around the products. My goal with this 10-part series on product portfolio management is to highlight the strategic ripple effect […]
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How To Use a Portfolio Vision to Lead Products
Here’s why a portfolio vision is so critical to the success of your products and how it elevates Product Management, Product Marketing, Sales and Customer Success teams to plan and execute more strategically. Think of your portfolio vision as the ultimate “strategic goal/outcome” your target customers want from your portfolio of products. Then think of the […]
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Bridging the Gap – Strategic vs Tactical Customer Discovery
Market and customer discovery is the single most foundational skill for success in product management and product marketing. There are two things to consider when it comes to being more strategic in your discovery. One of them is obvious and the other is rarely if ever discussed. Let’s start with the obvious one, understanding what’s […]
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Product Portfolio Management – Forecasting Revenue by Market vs. Product
Product managers and product marketing managers, if you’re into data driven decisions, forecasting revenue is one of the more difficult things you’re tasked with, especially for each product/module. There’s a good reason it’s so difficult. But here’s the bigger thing. With the recurring revenue models in B2B software, it’s not just product management and product […]
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Product Roadmaps – The Forgotten Part That’s Taking You Nowhere Faster!
Think of your roadmaps, backlogs and sprints as a very specific set of turn-by-turn directions. For the most part, your teams can execute those directions very well. There’s only one problem, and it’s a big one. Where are you supposed to end up? What’s the destination? How will you know when you’ve arrived? Is it […]
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More Strategic – Product CEO or Portfolio Executive?
The product CEO analogy for product managers has been around forever, but when you think about it, does it really make sense for B2B software? Every product manager wants to have a reputation for being strategic. The question is, can you have a greater strategic impact as a product CEO or as a member of […]
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The Biggest Difference Between Product Management and Portfolio Management
The biggest difference between product management and portfolio management is product management focuses specifically on the success of each product whereas portfolio management focuses on the success of the company (the portfolio) in chosen market segments. Product Management In a product management model, product managers assess markets where their products can best succeed and they […]
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AI and Product Management – Your Intern For Now
(Artificial Intelligence) AI and product management is a white-hot topic that runs the gamut, from the countless benefits to product managers all the way to replacing product managers, and everything in between. As with any new technology, there’s a maturation curve. To that end, there’s the question of how AI can help product managers right […]
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10 Things That Would Happen if All Customer-Facing Disciplines Were Aligned to a Common View of the Customer
Here are 10 things that would happen if product management, product marketing, sales and customer success all had a common view of your target customers. Is there more to it than this? Sure, broader market research, competitive landscape, emerging technologies, etc., but this how you build your organization’s core strength for the long haul. Do […]