In March 2020, many organizations found themselves suddenly plunged into crisis. A global pandemic sparked radical, immediate shifts with lasting effects. Companies had to shift their product strategy. Some floundered, while others adjusted, pivoted, and persevered. For Brainmates Co-founder and CEO Adrienne Tan, the sixteenth of March was the day when everything changed. She still remembers everyone gathered in the office. A creeping sense of dread as clients contacted them to cancel training and in-person meetings. “It was a very somber day,” Tan recalled. “We could tell there was a real shift in the environment.” Just as jarring was the suddenness of it all since things had been going well right up until that fateful moment. “We had an amazing January and February, but March was decimated, and we were just stunned.” But Tan and her team had no time to mourn or reflect. Brainmates was forced to spring into action immediately since they had a face-to-face meetup scheduled for that evening. They had to shift their product strategy. They scrambled and switched it to an online event on the fly. “We had never run a meetup digitally. So one of the first things we did as a team that evening before going home was to run our first digital event with a few hundred people,” Tan recounted. “It was only the next day when we started trying to figure out how to rescue our business and our team.” The COVID-19 outbreak drove the experience for Tan and Brainmates. But crisis management is an unfortunate part of any company’s lifecycle. An invisible virus may not always be the instigator. Yet, how Tan handled the situation offers valuable lessons for other leaders who face a crisis. We’ve also explored resilient leadership with LIKE.TG’s CEO, as well. hbspt.cta.load(3434168, '42645f4c-eb13-476a-ad53-55b55e8a9092', {}); Assess and Defend When things get turned upside down, leaders must take strong and decisive actions. But before they get too far, they first need a solid understanding of where things stand. For Tan, that meant shifting her attention from innovative product leadership to financial analysis. “The first thing we had to do was be defensive,” Tan said. “I started to plan out our cash to understand where we were economical.” Tan also realized that navigating this crisis required her to focus fully on the business itself. Thus, she began delegating her consulting-focused client interactions to the rest of the team. “My role was definitely more of a CEO role,” Tan said. “It was a clear decision to say hey, during this time, I won’t be a consultant. I’m going to have to take on that more focused leadership role, put a strategy in place to steer us out of this conundrum.” But while her focus was on the bottom line, Tan didn’t completely change her “cheesy” personality. Instead, she structured her firm’s survival and rebound around three hashtags: #safetyfirst Ensuring employee safety and helping them set up functional remote work arrangements. That includes raiding the office for chairs and monitors #extendourrunway With a core commitment to retain the team and continue paying them, cash became a central concern to keep things afloat. #liftoff Rebuilding the business for a new economic climate. The most immediate change for Brainmates was delivering their training, workshops, and other events virtually. “We were fortunate that we had clients who stuck with us and said ‘hey, we love the face-to-face training, but we’re prepared to go online,’” Tan said. “So we changed all our materials, and now we run our training remotely privately for clients as well as publicly, which is nice, but it’s been a massive shift.” Investing in the Roadmap Instinctually, when one encounters scarcity, there’s a natural tendency to hoard resources. While that’s a good strategy at the outset, sticking with that plan for long is also a recipe for long-term decline. “Once you’ve done that initial check, once you understand where you sit as a business and once you understand what you can kind of manage in terms of cash, in terms of current revenues and costs, once you’ve done that, then it’s time to shift back to investment,” Tan said. “OK, I’ve taken stock of my business and where my product is. What’s the path forward?” she continued. “I think that if you always stay in a point where I’m still holding onto my cash, I’m too worried to invest, that locks your mentality, that locks your business.” So, after shifting Brainmates’ product strategy to a remote delivery model, Tan wasn’t content to stay in a holding pattern until conditions improved. Doing so might save a few dollars, but it would ultimately lead to the business fading into irrelevance as the market evolves and moves on from the pandemic mindset. “There’s a seismic shift in your roadmap because you didn’t expect this thing to happen. ” Tan said, adding that “If you can see a path forward if you can project forward—and we have—I would continue to invest in your roadmap if you can.” hbspt.cta.load(3434168, '527dc6af-8860-436f-9ca6-ae2b71b0cc99', {"useNewLoader":"true","region":"na1"}); Investing in the Future For Brainmates, the arrival of a new Chief Product Officer in April catalyzed looking toward the future and not just the present. Instead of postponing this expensive hire during a precarious financial period, they moved forward to shift their product strategy. “If we didn’t invest and we didn’t put some of our revenue into future investments, it would be a challenging time trading out of this,” Tan said. “We wouldn’t have products for the new future, for the new consumer.” Brainmates performs the same delicate balancing act that many other companies are attempting during this tumultuous time. “We’ve got an eye on the existing product and making it better,” Tan said. “but we also have an eye on the future and bringing out new products to new customers.” To hear more from Tan and how other leaders have piloted their product teams and companies and shift their product strategy through unexpected ups and downs,watch the entire webinar “Resilient Leadership During Challenging Times” for free now. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {});

This article outlines the advice I gave students and includes updates on some of the concepts to my current thinking on lean market validation. For many first-timers with great ideas, the process is exciting but also a bit intimidating. I believe that the tactics can help both entrepreneurs and product managers launch better products with a higher chance of succeeding in the market. So, What is Lean Market Validation? What is market validation? It’s a question I hear a lot, especially when mentoring newer entrepreneurs and product managers. Market validation is the process of determining whether your product is of interest to a given target market. Market validation involves a series of customer interviews with people in your target market, and it almost always takes place before you’ve made a significant investment in your product/concept. The goal for my talk at Startup Weekend was simple: To lay out a few practical tips for entrepreneurs to quickly validate their ideas. I also wanted to help them understand that even first-time entrepreneurs can launch successful products by taking a few easy (and often free) steps. After using lean market validation to launch several software products, including LIKE.TG, I’ve discovered that with the right process, even inexperienced entrepreneurs can bring exceptional products to market with excited buyers on the first day. 10 Ways to Rapidly Test Your Startup Idea Here are my tips for using lean market validation to confirm whether you have a product/market fit with real customers. By simply engaging with real people and asking the right questions, you can confirm if your idea solves a problem, who your potential buyers are, and ultimately whether or not there’s a market for your product. 1. Write down your product concept. Just the simple act of writing forces you to consider things you may have previously glossed over. I’m not talking about writing a “business plan.” (For startups, a business plan isn’t the best use of time and will change as soon as you start talking with prospective customers). I’m talking about answering a few key questions that you can go out and test. These are your assumptions, and the sooner you can test them, the less risk you will have when launching your product. Download the Anatomy of a Product Launch ➜ You can start with the questions below or use a tool such as the Business Model Canvas to guide your thinking. Write down some basic assumptions that you can go out and test: Who is your customer? If you say “everyone,” you are already setting yourself up for a tough time. Be sure to get specific. For example, if your customer is a business, answer: What kind of business? How big or small is the typical business? In a particular market? What is the title of the buyer? What problems are you solving? Many entrepreneurs think about the product first — they fret about the features, launch the product, and then wonder why their product has trouble getting traction. My suggestion is to start with the problem first. What this means is being explicit about the problems your product solves. By writing down these problems, you can validate whether customers also see them as problems. And, more importantly, whether customers think they are problems worth solving. How does your product solve those problems? Only after writing down the problem do you move to the product. From here, you tie the value of your product directly back to customer problems. How does solving their problems make their life better? Does it make them more money? Look better? What are the key features of the product? The features need to be more than cool — they need to solve specific problems—the more quantitative (e.g., time saved, money made), the better. I encourage you to think Minimum Viable Product and limit the feature set as much as possible (you need to provide just enough value for some customers to buy). 2. Decide. At Startup Weekend, 54 hours go quickly. The same concept holds for startups and new products in the real world. Time and resources are scarce. There isn’t time to agonize over details that, in the end, may not matter. For that reason, lean market validation helps successful teams get just enough information and data to make decisions. And then they make them. I like to adhere to the 80% rule — get just enough (valid) information from customer interviews and other data sources and then decide. In the end, you will never get to 100% certainty, and getting close will eat up an excessive amount of time. 3. Most of what you write down are assumptions. This brings me to my third point: All the writing you do, the discussions (and debating) you have, are assumptions. Teams often take these discussions (and what’s in their heads) as facts when they are simply assumptions that need to be tested. I like to think of the scientific method when reviewing ideas — how can they be tested? I often see teams (at Startup Weekend and at startups) debate minor details, waste valuable time rather than make a guess (a temporary decision), and then get out into the real world to test whether it’s the right idea. It’s essential just to make a guess and get started because your assumptions may turn out to be wrong, and you’ll have spent valuable time (not to mention the toll on team dynamics) debating something that didn’t matter in the first place. 4. Find the truth by getting out to test your assumptions. As soon as you’ve made some basic decisions, and written down your assumptions, get out to test them to see if they resonate with potential customers. I encouraged Startup Weekend attendees to get out on the street and save valuable time by getting on the phone if the customer type warrants. Lean market validation relies on customer interviews with potential buyers of your product. You can also test your assumptions by interviewing experts (for example, analysts for the industry, people who have been employed by the industry, consultants, etc.). There are also some great ways to test digital ideas with landing pages and inexpensive ads. Download the Product-Market Fit Book ➜ 5. Start with your network. I’m often asked how teams can easily find prospects to speak with. I recommend working with your own network and the networks of friends, mentors, investors, and others to reach potential customers. The downside of interviewing people in your network is they are friendly to your cause. This means that you are introducing some potential bias into your learning. But my attitude is that some bias is better than not interviewing and getting closer to the truth. 6. Interview your customers. When I mention interviewing, I’m not talking about a cursory conversation (or worse, a survey). Start with a list of questions but deviate from the questions as you learn more information. Approach the conversation with a sense of curiosity about the customer’s problem and needs, and you’ll get some really valuable insight. Download our Customer Interview Tool Box, including templates you can use to track your interviews. 7. Ask, “Why?” “Why?” is by far the most important question you can ask. With it, you can get closer to the truth from customers. Unfortunately, this question isn’t used often enough — too many people ask a question and then take the answer at face value. It’s a missed opportunity to understand motivation and validate what someone would really do. The Five Whys is a great technique for getting to the underlying reason — the real reason — behind a customer’s motivation. 8. Find the value proposition. I encourage entrepreneurs to focus less on features and more on explaining the value proposition for their product. What does that mean? A value proposition is the expected gains that a customer would receive from using your product. Value can be quantitative, such as time saved or additional revenue earned. Measuring this is usually straightforward. But value can also be qualitative, such as pain relief or lifestyle benefits your product provides. By thoroughly understanding and documenting this qualitative value through customer interviews, you can set your product apart from the competition. For example, it could be time saved, more revenue, or maybe some social benefit (like looking good). Whatever it is, these value propositions are directly tied to the problems that you have previously discovered. 9. Liking your idea is not the same as buying your product. Unfortunately, validating a product idea with prospective customers is subjective. There is no black and white answer. In fact, because people are generally nice and want to please you (especially the friendly university students at Startup Weekend), you need to be careful about accepting their answers at face value. When someone tells you enthusiastically, “it sounds great,” or “that’s an interesting idea,” your first reaction should be to follow up with “why?” It’s important to understand that someone liking your idea is not the same as buying the product. Your challenge during your lean market validation process eliminates as much of these “false positives” as much as possible. 10. Jump off the cliff and have fun! My advice to the group (and all entrepreneurs) is to take a risk, jump off the cliff, and have fun with the lean market validation experience. It’s taking chances that are the hallmark of successful entrepreneurs, and using these techniques helps you get closer to success.

I’ve been talking with product managers lately about how the concepts of “essentialism” can help them focus their efforts on what matters. I distilled the advice a few months ago in my book The Essentialist Product Manager and have recently been giving talks and workshops on the topic. This article tackles one of the areas that gets the most interest from product managers: how can they use an essentialist approach to create and communicate better product roadmaps? First, let’s recap what essentialism means. The concepts were popularized in the book Essentialism: The Disciplined Pursuit of Less by Greg McKeown. According to his book, an “essentialist” lives by design, not by default. An essentialist isn’t reactive but rather makes choices deliberately by separating the few most important things from the hundreds of other less-important things. To achieve this, an essentialist must say “No” a lot. As a product professional for over 20 years, this philosophy resonates with me. And it’s resonated with other product managers too. We already know that it’s not about getting more things done; it’s about getting the right things done. To ensure you’re adding the right features and initiatives to your product roadmap, I’ve outlined several suggestions here.

It’s that time of year where I’m both overwhelmed and excited to work on my roadmap. Maybe it’s the feeling of a fresh start and an empty calendar. Perhaps it’s all those social media resolutions to eat better or work out more or learn a new skill. Or maybe it just has enough time off from work to form some new perspectives. Whatever the reason, there’s no questioning that January is the official home of the “Roadmap Revolution.” Why the Roadmap Revolution? During this time of promise and possibility, we allow ourselves to begin anew, mix things up a bit, and try something different. Revolution is a chance for a fresh start. The old way doesn’t have to be the only way going forward. You can change the things you want to change. You’re empowered to make things as awesome as you want them to be. When it comes to your roadmap, it’s an opportunity to clear your “mental cache” and reemphasize what’s important. We can take a step back from the daily grind, recenter, and focus on what will move the organization toward its most important goals and objectives. This reexamination is difficult when you’re in the throws of business as usual. Our roadmaps get loaded down with baggage over time. Then inertia sets in, and we stop questioning why things are on there because they’ve become the status quo. We don’t have the time or mental bandwidth to ask ourselves if the “why” is still valid or if there’s a critical missing piece we’ve overlooked. But the start of the new year is our chance to hit reset, take a deep breath, and resurvey the landscape. At ProductPlan. write and share resources on roadmaps all the time on our blog and in our Learning Center. Part of the landscape resurvey we see is roadmap readership grows by 68% in January. The Roadmap Revolution bug is making everyone hungry for learning and improvement in the new year. Tweet This: “Roadmap readership grows by 68% in the month of January. The Roadmap Revolution bug is making everyone hungry for learning in the new year. ” While it’s likely not time to scrap everything and start from scratch, there’s no better opportunity for a seismic shakeup. hbspt.cta.load(3434168, '7c551d2b-ed71-444c-888b-18461bcb6944', {}); Some Data that Shows You’re Primed for Change The roadmap revolution doesn’t happen in a vacuum—you’re still going to need stakeholder alignment and executive buy-in for your new master plan. But there is more openness to change and optimism about the future during the early part of the calendar year. In January 2020, there was a flurry of activity in LIKE.TG’s roadmap platform. We found that our customers shared roadmaps 39% more often than they did the other 11 months in the year. They also make changes to legends 57% more frequently. Bar dates were edited an extra 23%. If your company happens to use January as the start of its new fiscal year, other changes will create a more open environment. Not to mention there’s still time to influence budget and lobby for more tools for your product stack. hbspt.cta.load(3434168, '3be75db1-0d50-46dd-b222-ce0aa84f6b08', {}); What Your Roadmap Revolution Might Entail Everyone’s experience may vary when it comes to their own roadmap revolution. Outdated, misaligned, or unfocused items will be dependent on one’s individual situation. Take a lingering look in the rearview. New years are about what lies ahead. But it is important to start with an examination of what’s already happened. Think back on the past year and break down how you and your product roadmap got to its current state. Were there technical breakthroughs or blockers that shifted the course? Did a competitor’s actions cause a scramble to react? Was an overbearing client or juicy prospect throwing its weight around and disrupting plans? While your organization’s reactions to these events may or may not have been appropriate, they inevitably sideline other initiatives. What deserves a second look? And knowing what you know now, are they still the right items to prioritize? Beyond these disruptive forces, what did you learn last year? Whether it’s data-driven insights sifted from analytics or a deeper insight into what makes the management team members tick. What do you know today that twelve months ago was a mystery? Adjusting your style. In addition to these external factors, we’ve hopefully applied some introspection to ourselves as well. We all have areas we can improve upon. Those can even surface in our product roadmaps through subtle nuances or deliberate decisions to steer product strategy. Switch things up to a Kanban view, so they focus less on “when” and more on “why,” if stakeholders are too obsessed with dates and deadlines. Ditch the specifics and move to a theme-based roadmap emphasizing overarching objectives over specific deliverables if your roadmap looks more like a feature factory than a strategic plan. Try adding color-coding and a legend to provide additional context if the motivation behind roadmap items isn’t clear. Employ swimlanes if you’re trying to help stakeholders visualize how work maps to various implementation teams or parts of the product. Add a key milestone or two if you can’t completely ignore dates but don’t want them to dominate the roadmap conversation, If you want to show how the whole master scheme comes together andbreak down some silos, use a portfolio view to show all your products’ high-level roadmaps on a single screen. Employing any (or all) of these visual elements can add entirely new dimensions to the roadmap experience. Do this to communicate much more information and explanation from the same page. Download the Cross-Functional Partnerships Checklist ➜ hbspt.cta.load(3434168, '3fa6d5d9-0d4d-435e-9254-5101713ba85f', {}); Revisit your story. Product leaders are storytellers, and product roadmaps are key to the tales we spin. But is the story we shared last year the same one we want to spread in the year to come? Over time, the setting evolves, characters change, and our goals and objectives may shift. Now is the time to ensure the roadmap reflects the story we want to be telling, not the one we gradually slipped into. Resetting the roadmap to ensure itfocuses on outcomes versus features is a critical step in this process. Assess whether the themes are still appropriate and match the latest thinking, or if it’s time for new ones to emerge and phase out older ones. If your roadmap doesn’t help you tell the story you want to tell, make that change. Convert features into value statements, and don’t treat it like a parking lot. Hold every item up and make sure its “why” is still valid. Download Feature-less Roadmaps: Unlock Your Product's Strategic Potential➜ hbspt.cta.load(3434168, '75a856d7-09d6-4ced-a463-0d114a3752bf', {}); Planting the Seeds for the Roadmap Revolution Roadmap revolutions don’t happen overnight, and the best-laid plans begin months before the true shakeups take shape. Starting in November, I connect with engineering and implementation teams for some reality checks. North Star I layout where we want to be two years out as a North Star of sorts and work backward. What must happen this year so that vision can happen in Year Two. This drives what our 12-month roadmap for the coming year must contain for the longer-term vision to have a fighting chance while ideally giving current customers some true added value in the interim. Backlogs This also sets the stage for the hardest part of roadmapping… cutting out the clutter. Our backlogs and parking lots are full of great ideas, but we can’t do them all. So, if they’re not helping us set the stage for our ultimate goals, cull them from consideration. That’s not always easy. You’re disappointing internal stakeholders and customers. You’re taking ownership of sunk costs and broken promises. But this is the hard work of progress and evolution and the only way to excel in the areas the organization prizes most. Don’t forget to position your own team for this new outlook. You don’t want to dump a new roadmap on them and tell them to “make it happen.” Squad Recalibration Set aside time right before or after the New Year’s break for a little squad recalibration to ensure everyone knows the new plan and is happy with their role in it. It’s an excellent time to shift roles and responsibilities if appropriate, which can also be energizing for team members to embark on this journey’s latest leg. You want to create momentum and get people talking about the most important things in the right way. Reconnecting the product’s daily activities and nuances to the business and overall objectives create renewed motivation and clarity regarding adding value. But don’t assume they’ve parsed it all perfectly; make sure they’ve connected the dots in their own minds for optimal results. The Roadmap Revolution is Real You might be thinking this is all just an excuse to reiterate how pivotal roadmaps are to the product management process. Still, people really do spend more time roadmapping in January than at any other time of the year. We see spikes in product trials, usage data, and web site searches, indicating this is a genuine phenomenon. Best of all, this process can be inclusive and engaging for stakeholders across the organization. While you’re tweaking the product’s plans, your sales team is going through its own reevaluation. Ask them if their target account list has changed or if they’re shooting for a new vertical this year. It’s also a great time for customer service and account management check-in to see what trends they noticed over the course of the previous year and which product capabilities users are asking about lately. Likewise, aligning with marketing regarding their messaging to the market and major activities. Touching base with key customers themselves can also pay dividends. They’re going through their own revolutions and resolutions as they set their own goals and outlooks for the coming 12 months, and their shifting priorities may influence which value propositions your own product should emphasize. hbspt.cta.load(3434168, 'bcf47ad4-3832-42c0-9ae8-1fd954c6be9c', {});

Product leaders don’t often get many chances for hiring product team members. It’s not overstating things to label bringing on new talent as critically important. Additions to the product team must ramp up quickly. Then they are entrusted with varying levels of authority and autonomy to add value and allow the organization to scale. There’s no perfect resume recipe or qualifying exam for product types. So hiring managers must assess candidates based on a few interactions, a curriculum vitae, and some reference checks. That leads to some big bets based on incomplete information. So, how can a product leader make sure they’re onboarding new hires with a good chance of success? Criteria for Hiring Product People During Each Stage of Interviewing Here are some ways I vet product management candidates to weed out poor fits and spot the diamonds in the rough. Stage 1: Reviewing the applications A candidate’s resume will always tell you a lot about what they’ve done. But I’m just as interested in HOW they did it and their overall approach versus a long list of accomplishments. This starts with the language they use in their resume. How did they participate in projects? Did they “run” a project or “collaborate” on it? Was the emphasis on completing something or its actual impact? Just like a product roadmap shouldn’t simply be a list of to-do items, I’m looking for outcomes and objectives in this context. hbspt.cta.load(3434168, '57ff7e42-ccfa-4d9e-b5be-8a0f6ba69363', {}); Are they passionate? When hiring product team members I’m also looking for adjectives and verbs that convey patience, curiosity, and a humble style. I want a sense of the methods and tactics they employed to achieve those goals, not just that they ticked the box. How do they measure success? Similarly, the impact should be measured in more than dollars and cents. While it’s great that the product made a few million bucks, what I care about more is how many problems it solved. How many customers are satisfied because of specific decisions and actions made by the applicant? I’ll take a highNet Promoter Score over a short-term revenue spike any day of the week. Are they team players? I also want to hire team players. Look if their resume emphasizes all independent decisions made versus the processes they used to solicit feedback and garner stakeholder buy-in. If this is the case, it could be a sign they boss people around and don’t listen to opinions or leverage data-driven decision-making. Do they commit? One red flag for me is frequent job-hopping. It can mean they didn’t care about their customers, weren’t performing well, and had to leave, or they didn’t do their homework ahead of time and signed on for something that wasn’t sustainable. While sometimes things don’t work out or a new opportunity springs up, you have to jump on it. If it’s a trend, then my “spidey sense” starts tingling. But it’s something I’m definitely going to dig into if they make it to the interviewing stage. Stage 2: The phone screen Before going through the hassle of bringing a candidate with a promising resume in for an in-person session, a phone screen can fill in many gaps. This opportunity can give you a better indication of whether they’re worth the time and energy. I want to be sure they have enough of the necessary skills on day one to add value quickly. I have a checklist of things I want to make sure they’ve done before and can do for me. Do they have soft skills? This spans from the tactical to the interpersonal. Soft skills are just as essential as the ability to develop a persona or comprehend new technology. I’m looking for best practices they rely on, anecdotes from previous experiences, and other signs that they’re true practitioners. How much did they pay attention? It’s also an opportunity to see if they’ve fully digested the job description. I want them to prove that they understand the situation and assess the problems I’m looking for them to solve. Not regurgitation, but the ability to listen, digest, and translate into something actionable. I want to come away with a sense of who they are, how they work with others, and whether they’re empathetic and a good listener. If they can’t show me that over the phone and forge a connection, they won’t be able to do it with customers who don’t have as much invested in the conversation. Stage 3: During the interview Test their abilities. Once I finally get a chance to be in the same room with a candidate (or at least in the same video call), I rely on a go-to set of topics to ask them about to get a well-rounded picture of the potential hire before me. Then I ask them to do some of the things they’ll have to do on the job. Write a spec, reply to a customer complaint, that sort of thing.It’s a quick way to assess their ability to think on their feet and do the day-to-day work of a product manager. hbspt.cta.load(3434168, 'a6df8971-315b-4e8c-ad02-5e133239bfda', {}); What part of the job do they care about? I’masking questions to uncover what they care about and where their passion lies. What parts of the job excite them? Is it the customer interactions and interviews, solving problems and collaboration, or finding valuable use cases for new technologies? Are they quick on their feet? Another test is whether or not they can think on their feet. I’ll frequently change subjects and see if they can keep up. This isn’t to trick them but rather to see if they’re up for the multitasking onslaught of context-switching that product management demands. What do they do outside of work? I also like to consider the “full human being” I’m talking to and not just the product professional side of their personality. I ask them what they like to do for fun and how they de-stress, which is important since product management can be pretty demanding and all-consuming. What do they care about? Finally, I want them to articulate what it is about the role that appeals to them. Why do they think they’ll like the job, and what about the company and position interests to them. This may seem obvious, but what they focus on and articulate can be insightful. For example, a generic response indicates they may not be that invested in the opportunity. What do they ask? But what I ask is only half of it. The other part is seeing which questions they ask me. I’m looking for candidates that have an innate curiosity. If that doesn’t emerge during these sessions, it’s unlikely I’ll move forward. I’m actively hoping they’ll surprise me and take me out of my comfort zone. Questions I can’t answer or haven’t even thought of indicating they’re engaged and might bring a fresh new perspective to the team. And it’s all the better when they ask me a personal (yet appropriate) question. This shows they can connect on a human-to-human level and are trying to get a better feel for what it will be like to work for/with me. Not to mention it’s a good proxy for how they’ll fare conducting customer interviews. Do they think of the big picture? While the hiring process is all about filling a specific open role at a particular moment in time, we all know that situations change over time. Serious professionals aren’t only concerned about their next job, but the one that comes after that. That’s why I always touch on their career path during our interactions. I explain the current role, how it fits into the overall organization, and that even though they may not have direct reports, it doesn’t mean they’re not a senior team member. I also don’t base compensation on whether they’re managing other folks. The goal is product excellence and customer delight, not empire-building. Beyond that, I touch on where they could grow within the organization. On how this job will prepare them for future opportunities beyond this company. Although we’d love our product hires to stick around for decades, I’m not naive about how mobility plays into career development and am open about how this job positions them for long-term success. Of course, what I’m really looking for is the candidates to ask these questions as well. While bringing this topic up might make them a little uncomfortable, I also don’t want product people with no ambition or drive. As long as they’re not too aggressive on this front, I welcome them to consider their own future as they consider the job at hand. hbspt.cta.load(3434168, '8bd83652-2868-48a8-9b9c-ebb8e0b9c945', {}); A Good Use of Everyone’s Time When hiring product team members reviewing, screening, and interviewing potential fits takes a while if you’re doing it right. But if a lengthier process yields better fits for the organization that is likely to stick around for a while, it’s well worth the extra effort. A bad hire is a sunk cost, but it’s also a missed opportunity. The months wasted onboarding them, the negative customer experiences, and the problems that didn’t get solved are far costlier than taking more time to bring the right person in the first time around. The best candidates will share your team’s values, complement the staff already in place, and augment the group’s overall capabilities. It’s one of the few times when being extra picky and diligent is worth a potential delay. Watch our webinar, Hiring and Growing a Successful Product Team, to see what product leaders look for when hiring new team members:

Not every product manager is lucky enough to work with a purpose-built roadmapping tool. But those that do seldom return to their old methods of managing the product roadmap. The great benefits outweigh other roadmapping options such as spreadsheets and presentations. When we asked Jay Hum, Director of Product for Autonomic, the first open cloud-based platform for connected vehicle data, about his experiences during a webinar ‘‘What’s in Your Product Stack: Roadmaps,” he expounded upon the pros of creating and maintaining roadmaps in a tool designed for the job. Not only does it make his job easier, but he sees how it helps the entire organization. The 5 Key Pros of Switching from Excel Spreadsheets to a Roadmapping Tool A purpose-built roadmapping tool is seldom among the initial investments a company makes. They typically only realize there’s a true need for this solution after finding cobbled-together workarounds lacking. Starting out with the pain of long roadmap spreadsheets and presentations. Hum’s experience at Autonomic was the same when they found the old way of doing things didn’t scale as the company grew. “We started with PowerPoint and decks and of course Excel, which is the universal tool that does pretty much everything for everybody,” Hum said. “When I started at Autonomic we were a small, scrappy little startup and we’ve grown in terms of people and numbers of teams and spread out across geography.” Hum found that even though Google Sheets were easy to share, thelimitations of using a spreadsheet for roadmapping started to impinge on the company’s ability to execute and forced him into labor-intensive ongoing maintenance. Finding a new roadmapping tool that is easy to maintain. “It was really tough to communicate a really rugged and overall strategy across several teams and different offices, as well as to be able to quickly react to some of the changes that were coming up both from a number of these teams and with the customer,” Hum continued. “The last thing that anybody ever wants to do—specifically product managers—is go back and update roadmap spreadsheets every single week or every single month, and it is immensely painful.” Startups and product managers can be the most resistant to investing in a roadmapping tool because it’s not where their attention lies. “They tend to focus on action, the building, the writing of the stories, the testing, and the designing, like all the ‘fun, sexy stuff’ of being a product manager coming up with ideas,” Hum said. “Planning and looking at dependencies, it’s a grind, it’s tedious, it’s not the sexy stuff that everybody reads about in the blogs.” Eventually, many organizations find their lack of a comprehensive tool leads to disconnects. There are too many inefficiencies when things get too big to keep all in your head or a spreadsheet roadmap. “There’s a point of no return, where they’re building and moving quickly, but then the teams start getting misaligned because teams get bigger or they’re more spread out. Or there are more things they need to prioritize,” Hum said. “They need to go to a tool that’s more flexible and will actually help them drive the discipline to elevate the planning and the strategy and the communication thereof as a very, very high priority.” hbspt.cta.load(3434168, 'c7d13196-bc0a-4522-8c86-b1fd59c56fb0', {"region":"na1"}); Pro 1: Building Alignment Getting everyone on the same page is an essential task for product management. A well-designed roadmap can expedite this ongoing need. “New product development, especially in startups, it’s messy, it’s ambiguous, it’s unpredictable, Hum said. “The roadmap or roadmapping tools really provide that North Star, not only where the company’s going but where the teams are going.” With a roadmap providing the desired end state, the rationale, and the target audience, product management can loosen the implementation constraints and not be so prescriptive. “You just want to show the high-level goal and get the hell out of that team’s way,” Hum said. “As long as you’ve given them that high-level goal and they know where to go and potentially when it should be delivered, that’s all you need to do, and let them go.” Ideally, a roadmapping tool can elevate the product strategy to something inspirational. “If someone comes to you with a roadmap that is fairly defined for the next three-to-six months, then I see that as very inspiring to the team because you know where you’re going or where your angle is, what success looks like,” Hum added. “It allows the team to understand how either the product manager or leadership is thinking strategically and then how that’s broken down to allow them to execute methodically.” hbspt.cta.load(3434168, '04400104-0283-44c3-92be-cf2464e248d5', {"region":"na1"}); Pro 2: Saving Time Now that Hum has a purpose-built roadmapping tool at his disposal; he doesn’t actually spend too much time using it. Every Monday morning, he holds an Iteration Planning Meeting, with the roadmap tool open alongside Pivotal Tracker. He can make sure everyone knows the high priorities and whether they’re working on them, then dig into any refinements in Pivotal Tracker as needed. Other than that, he only spends time on the roadmap once per quarter for more strategic planning and prioritization. Not only has the tool cut down on manual tasks, compared to roadmap spreadsheets, but it’s saving him time in other areas as well. Cutting down on meetings. “It’s cut down on meetings and communication because, within the tool, I can really put in the cross-dependencies,” Hum said. “We have a number of different teams across a number of different offices and time zones, so sometimes just being able to jump on a call is very hard.” Now he can tell them to go into the tool and add their comments to see everything and coordinate asynchronously. There’s less room for interpretation and lower chances of things descending into chaos with things written down. It also gives him more time to spend on more valuable tasks. “Creating and communicating a roadmap is a high-level task in terms of thought process,” Hum continues. “But manually going in with these small little steps is not a high-value task, and having a dedicated roadmapping tool allows product managers to leverage their time much, much better.” Working across multiple teams. Hum cherishes the flexibility roadmap tools provide, as well as how quick it is to make changes. “I work very closely with engineers, and we’ll get into the nitty-gritty details, but then half an hour later I may turn around, and I have to give a presentation to the leadership around what is our Q2 and Q3 objectives,” Hum said. “Being able to quickly go into a tool and change the view and hide stuff where I know they don’t need to know about or I don’t want to show them because they’re going to ask me irrelevant questions for a particular thing is an excellent advantage of having a dedicated roadmapping tool.” Pro 3: Single Source of Truth Deciding what item goes into scheduling or the backlog can be a major source of contention within a business. Everyone has good intentions, but a lack of clarity can lead to factions, mistrust, and doubt. Humuses the roadmapping tool as a single source of truth to minimize these issues. Issues idle in the parking lot before a prioritization exercise, which includes weighting via customer feedback in the tool itself. This leads to greater transparency in the entire prioritization process. “It’s important to figure out the ‘why’ of what makes it on and what doesn’t and really communicating the matrix or weighting system,” Hum said, emphasizing the importance of having that context come through in the roadmap. “A roadmap will allow you to show that visually, and most tools will allow you to drill down just by clicking on it, and you can add little notes or the rationale behind a certain priority.” hbspt.cta.load(3434168, '9e6140b2-e382-45fd-ace0-16435228cf7b', {"region":"na1"}); Pro 4: Adapting for Different Audiences According to ourmost recent product management survey, 56% of product managers are unhappy with their process for communicating product strategy.Finding that Goldilock’s sweet spot for a roadmap presentation requires a solid understanding of what your audience cares about. Give them too much, and they’ll be bored or derail the conversation with detours, but if it’s too skimpy, they won’t have enough context to assess its merits properly. “When you’re talking to the executive level, they’re thinking more in quarters and the three big objectives that you’re trying to achieve,” Hum said. “They don’t really need all this fine-grained detail.” In contrast, crafting these customized versions of roadmaps in spreadsheets can take up hours and produce outdated artifacts before the meeting’s even over. “We work very closely with external partners and customers, and we want to be very transparent with them,” Hum continued. “As we go higher up concerning the seniority, we are summarizing more and more of our roadmaps.” However, not every presentation warrants exposing the audience to the roadmapping tool itself. “We’re looking just to hit the really high notes or the big epics or big features that we’re trying to do within a particular quarter,” Hum explained, referring to why he sometimes uses other presentation tactics. “That’s why it would just be two or three bullet points in a deck or just showing quarter out where the big features will land.” Pro 5: Empowering Engineering Hum’s product management approach is based on the simple premise that “alignment enables autonomy.” His goal is to empower individuals so they can make their own informed decisions and execute. That means they need three things: What: What are we building Why: What is the purpose of this thing we’re building, and what that end state means (i.e., users saving time, the business increasing revenue) Who: The target customer “Engineers want to go off and solve the hard problem,” Hum said. “So you provide that independence and, obviously, you’re working with a lot of smart people, so get out of their way. Let them work on what they need to work on because they’re all aligned. They have that North Star.” Proving the context behind the product story. This runs counter to more traditional product management. This is not where a product manager writes many user stories and schedules each feature release. “If they don’t have the proper context, they may go off and blindly build something because this is what they’re supposed to do. They’re supposed to go build,” Hum continued. “But if you give them the proper context and end goal, you’re allowing the engineers a bit more freedom and a bit more creativity to think about how they would actually approach the problem that they are trying to solve without you being too prescriptive.” But that freedom only comeswhen engineering is aligned with the business and understands the rationale behind product managers’ direction. Hum says many product managers make the fatal mistake of thinking that they’re responsible for the solution, but he doesn’t see it that way. “I’m responsible for the problem… I’m just defining the problem. You go figure out which way you want. Here’s the outcome that I want. The rest is up to you,” Hum continued, adding that while he may provide ideas and feedback, that’s not the main part of his job. “My whole goal as a product manager—and especially with roadmapping—is to lay out that grand vision, where we go and what’s aspirational,” Hum said. “I’m not here to draw out every single little path and dot to get there. That’s not our job as product managers.” Download Get Budget Approval on Your Product Stack➜ hbspt.cta.load(3434168, 'c4f7dcc8-378e-4b20-9c16-637fcb9589a5', {"region":"na1"}); Listen to the full webinar here: 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 55:32●●●●●●●AgendaWhy Roadmap Tools?Current Tools ProcessesUnderstanding the Why: Selecting a Roadmap ToolSpeed RoundLive QAAdditional Resources #wistia_chrome_23 #wistia_grid_43_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_23 #wistia_grid_43_wrapper 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At its most basic level, a customer-led product strategy means that your customers are the top priority at all times. Sounds pretty obvious, right? But creating a truly customer-centric business model means balancing a lot of different factors, not just customer service. All too often, customers are losing out to more influential stakeholder groups and other priorities. One report found that80 percent of customers said the experience a company provides is just as important as its products or services. Therefore, it makes total sense to look at the products you offer from the customers’ perspective. Ensuring your products and services bring joy to customers at every stage of their journey will help grow your business, helping it survive even in tough times. Putting Customers First Any time you launch a new idea, a new product, or a new system, ask yourself the following questions: #1 Who will this serve? #2 How will it benefit the people it serves? #3 What are the company’s goals for this product or service? By asking – and answering – these questions, you can create something that people truly value. Anticipating the kind of products customers need and making sure they get them will lead to deeper brand loyalty and customer retention. But first, you need to know exactly what the customer wants to deliver it. Making use of key customer insights and then implementing them is vitally important. For example, if you discover that most customers want to receive their purchases in the fastest possible time, you could use retail inventory management software to speed things up. Remember that81 percent of consumers are willing to increase their spend with an organization in return for a better experience! Read the Customer Interview Toolbox ➜ hbspt.cta.load(3434168, 'd7d86cbd-164a-46c9-8c8f-f15fee88bc7f', {}); Looking at the Data You might think you’re pretty hot on knowing what your customers want, especially if you’ve been running a successful business for many years. However, here’s a sobering statistic: 80 percent of companies believe they are delivering a superior customer experience, but only 8 percent of customers agree! This proves that you shouldn’t claim to be customer-centric if your products and services don’t reflect that. Digital technology means there are now more avenues for observing customer behaviors and spotting crucial insights – and statistics suggest thatinsight-driven customer experiences help businesses retain 89 percent of their customers. By blending data from customer surveys with qualitative and observational insights, you can build a detailed profile of your target users and see their needs. It’s also helpful to note what your competitors are up to and look at non-competitors to get an idea of best practices. You don’t have to copy their approach, but you can tease out the best bits and blend them into the perfect strategy for you. Creatinga partnership with a competitor can actually aid the customer journey in some cases. If you cannot offer a product or service that your customer really wants, put your rivalry to one side and team up with a company that can! Making a Plan Once you’ve taken a look at the improvements you could make, it’s time to produce your plan of action. This framework should always put the customer front and center while ensuring any changes are viable within your overall business model. Product roadmaps are useful in planning and development and can be used to create alignment across the organization. Start with the product vision statement, then set out your goals and initiatives. The customer-led product strategy must be ingrained at every level of your company, so all your employees need to understand who the product is aimed at, what its unique selling points are, and what the long-term goal should be. Having your customer service and marketing departments work together is a good way to boost the customer experience. Hiring the right people, who truly believe in your vision, is crucial – as is keeping them up to date and motivated. Using video conferencing software can help maintain face-to-face contact with those in other sectors of the business. Download the Guide to Roadmap Software ➜ hbspt.cta.load(3434168, '4bf8579a-d29b-4f68-83a0-dff66a99d470', {}); Adapting to Change The digital environment has created a definite shift in customer behavior, meaning that customers become more discerning and impatient in the products and services they choose. They now have higher expectations and more choice than ever before – so if you don’t meet their needs, they can just as easily go elsewhere. New technology might make it easier for you to communicate with customers, but it’s also easier for them to complain! Older businesses, in particular, can struggle to adapt to the new pattern, compared to newer companies and start-ups with millennials at the helm. But it’s basically a case of “adapt or die.” Companies that consistently find innovative ways to develop and market their products will succeed in the long run. Tapping into Technology One prediction is that by 2021, there will be over 230 million digital shoppers in the United States. The role of technology affords many opportunities to provide a superb customer experience and gain customer insights at all the different touchpoints. The automation of customer service is one such element, and we’re seeing businesses introduce improvements like a call recording service to make life simpler for both customers and agents. Meanwhile, the rise of artificial intelligence can give extra insights into the customer experience using smart chatbots and analytics. Technology will only increase in importance, but you should make sure it is always useful to the customer and helps rather than hinders their journey! For older customers and more traditional businesses, the latest tech may not necessarily be the best solution for booking appointments, where it has advantages and disadvantages. Making it Personal A customer-led product strategy means learning which products appeal to customers and viewing them as much more than mere transactions. However, just offering them excellent products and an enjoyable, hassle-free experience isn’t enough. Personalization is the real key, as it makes customers feel like they are genuinely valuable to the business. Finding ways to personalize both the product and the overall journey will boost customer retention – and a happy customer will share their positive experiences with others, thus enhancing your rating on product review sites. It goes without saying that you should deliver a great omnichannel experience as standard. Still, it also helps to give customers personalized support as they browse and hopefully make a purchase. Customers appreciate little details, such as adding extra filters to narrow down browsing choices and save time. A customer-facing product roadmap can be used to let individual customers know what you’re up to and how you’re implementing their feedback, helping you to build a deeper relationship. You can encourage employees to develop empathy for the customers by talking to new service users and regular visitors if a customer has decided to switch to a different company, try to find out why – and see if there’s a way to tempt them back in. 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 1:09:25●●●●●IntroCustomer Feedback and Your Product VisionDeciding What to BuildHow to Use Metrics to Align Product Strategy...Questions Answers #wistia_chrome_37 #wistia_grid_103_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_37 #wistia_grid_103_wrapper 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.w-css-reset-button-important{border-radius:0!important;color:#fff!important;} Complete the form to access the full webinarFirst Name*Last Name*Job Title*Email*LIKE.TG is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. 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For more information on how to unsubscribe, our privacy practices, and how we are committed to protecting and respecting your privacy, please review our Privacy Policy.#wistia_grid_103_wrapper{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;font-family:Arial,sans-serif;font-size:14px;height:100%;position:relative;text-align:left;width:100%;} #wistia_grid_103_wrapper *{-moz-box-sizing:content-box;-webkit-box-sizing:content-box;box-sizing:content-box;} #wistia_grid_103_above{position:relative;} #wistia_grid_103_main{display:block;height:100%;position:relative;} #wistia_grid_103_behind{height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_103_center{height:100%;overflow:hidden;position:relative;width:100%;} #wistia_grid_103_front{display:none;height:100%;left:0;position:absolute;top:0;width:100%;} #wistia_grid_103_top_inside{position:absolute;left:0;top:0;width:100%;} #wistia_grid_103_top{width:100%;position:absolute;bottom:0;left:0;} #wistia_grid_103_bottom_inside{position:absolute;left:0;bottom:0;width:100%;} #wistia_grid_103_bottom{width:100%;position:absolute;top:0;left:0;} #wistia_grid_103_left_inside{height:100%;position:absolute;left:0;top:0;} #wistia_grid_103_left{height:100%;position:absolute;right:0;top:0;} #wistia_grid_103_right_inside{height:100%;right:0;position:absolute;top:0;} #wistia_grid_103_right{height:100%;left:0;position:absolute;top:0;} #wistia_grid_103_below{position:relative;} Maintaining Momentum A customer-led product strategy means you need to be proactive instead of reactive. Make sure you ask the necessary questions before the customer embarks on their experience, thereby keeping in control of the process. Once a customer has been convinced to create an account, the onboarding system is crucial in executing your product strategy. You could keep them coming back by creating personalized messages or offering free trials or discounts on products you’ve learned that particular customer would like. The importance of website maintenance cannot be overstated if you want customers to choose you over your competitors. Ensure your whole online presence is optimized to give all users the best experience on whatever device they use, including personalized product suggestions and plenty of up-to-date, relevant content. The eventual aim is that happy customers will keep returning, so you won’t have to spend so much on marketing and sales activities – especially great news for smaller businesses. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {});

At its most basic level, a customer-led product strategy means that your customers are the top priority at all times. Sounds pretty obvious, right? But creating a truly customer-centric business model means balancing a lot of different factors, not just customer service. All too often, customers are losing out to more influential stakeholder groups and other priorities. One report found that80 percent of customers said the experience a company provides is just as important as its products or services. Therefore, it makes total sense to look at the products you offer from the customers’ perspective. Ensuring your products and services bring joy to customers at every stage of their journey will help grow your business, helping it survive even in tough times. Putting Customers First Any time you launch a new idea, a new product, or a new system, ask yourself the following questions: #1 Who will this serve? #2 How will it benefit the people it serves? #3 What are the company’s goals for this product or service? By asking – and answering – these questions, you can create something that people truly value. Anticipating the kind of products customers need and making sure they get them will lead to deeper brand loyalty and customer retention. But first, you need to know exactly what the customer wants to deliver it. Making use of key customer insights and then implementing them is vitally important. For example, if you discover that most customers want to receive their purchases in the fastest possible time, you could use retail inventory management software to speed things up. Remember that81 percent of consumers are willing to increase their spend with an organization in return for a better experience! Read the Customer Interview Toolbox ➜ hbspt.cta.load(3434168, 'd7d86cbd-164a-46c9-8c8f-f15fee88bc7f', {}); Looking at the Data You might think you’re pretty hot on knowing what your customers want, especially if you’ve been running a successful business for many years. However, here’s a sobering statistic: 80 percent of companies believe they are delivering a superior customer experience, but only 8 percent of customers agree! This proves that you shouldn’t claim to be customer-centric if your products and services don’t reflect that. Digital technology means there are now more avenues for observing customer behaviors and spotting crucial insights – and statistics suggest thatinsight-driven customer experiences help businesses retain 89 percent of their customers. By blending data from customer surveys with qualitative and observational insights, you can build a detailed profile of your target users and see their needs. It’s also helpful to note what your competitors are up to and look at non-competitors to get an idea of best practices. You don’t have to copy their approach, but you can tease out the best bits and blend them into the perfect strategy for you. Creatinga partnership with a competitor can actually aid the customer journey in some cases. If you cannot offer a product or service that your customer really wants, put your rivalry to one side and team up with a company that can! Making a Plan Once you’ve taken a look at the improvements you could make, it’s time to produce your plan of action. This framework should always put the customer front and center while ensuring any changes are viable within your overall business model. Product roadmaps are useful in planning and development and can be used to create alignment across the organization. Start with the product vision statement, then set out your goals and initiatives. The customer-led product strategy must be ingrained at every level of your company, so all your employees need to understand who the product is aimed at, what its unique selling points are, and what the long-term goal should be. Having your customer service and marketing departments work together is a good way to boost the customer experience. Hiring the right people, who truly believe in your vision, is crucial – as is keeping them up to date and motivated. Using video conferencing software can help maintain face-to-face contact with those in other sectors of the business. Download the Guide to Roadmap Software ➜ hbspt.cta.load(3434168, '4bf8579a-d29b-4f68-83a0-dff66a99d470', {}); Adapting to Change The digital environment has created a definite shift in customer behavior, meaning that customers become more discerning and impatient in the products and services they choose. They now have higher expectations and more choice than ever before – so if you don’t meet their needs, they can just as easily go elsewhere. New technology might make it easier for you to communicate with customers, but it’s also easier for them to complain! Older businesses, in particular, can struggle to adapt to the new pattern, compared to newer companies and start-ups with millennials at the helm. But it’s basically a case of “adapt or die.” Companies that consistently find innovative ways to develop and market their products will succeed in the long run. Tapping into Technology One prediction is that by 2021, there will be over 230 million digital shoppers in the United States. The role of technology affords many opportunities to provide a superb customer experience and gain customer insights at all the different touchpoints. The automation of customer service is one such element, and we’re seeing businesses introduce improvements like a call recording service to make life simpler for both customers and agents. Meanwhile, the rise of artificial intelligence can give extra insights into the customer experience using smart chatbots and analytics. Technology will only increase in importance, but you should make sure it is always useful to the customer and helps rather than hinders their journey! For older customers and more traditional businesses, the latest tech may not necessarily be the best solution for booking appointments, where it has advantages and disadvantages. Making it Personal A customer-led product strategy means learning which products appeal to customers and viewing them as much more than mere transactions. However, just offering them excellent products and an enjoyable, hassle-free experience isn’t enough. Personalization is the real key, as it makes customers feel like they are genuinely valuable to the business. Finding ways to personalize both the product and the overall journey will boost customer retention – and a happy customer will share their positive experiences with others, thus enhancing your rating on product review sites. It goes without saying that you should deliver a great omnichannel experience as standard. Still, it also helps to give customers personalized support as they browse and hopefully make a purchase. Customers appreciate little details, such as adding extra filters to narrow down browsing choices and save time. A customer-facing product roadmap can be used to let individual customers know what you’re up to and how you’re implementing their feedback, helping you to build a deeper relationship. You can encourage employees to develop empathy for the customers by talking to new service users and regular visitors if a customer has decided to switch to a different company, try to find out why – and see if there’s a way to tempt them back in. 点击播放声音 @keyframes VOLUME_SMALL_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } @keyframes VOLUME_LARGE_WAVE_FLASH { 0% { opacity: 0; } 33% { opacity: 1; } 66% { opacity: 1; } 100% { opacity: 0; } } .volume__small-wave { animation: VOLUME_SMALL_WAVE_FLASH 2s infinite; opacity: 0; } .volume__large-wave { animation: VOLUME_LARGE_WAVE_FLASH 2s infinite .3s; opacity: 0; } 1:09:25●●●●●IntroCustomer Feedback and Your Product VisionDeciding What to BuildHow to Use Metrics to Align Product Strategy...Questions Answers #wistia_chrome_37 #wistia_grid_103_wrapper .w-css-reset{font-size:14px;} #wistia_chrome_37 #wistia_grid_103_wrapper 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.w-css-reset-button-important{border-radius:0!important;color:#fff!important;} Complete the form to access the full webinarFirst Name*Last Name*Job Title*Email*LIKE.TG is committed to protecting and respecting your privacy, and we’ll only use your personal information to administer your account and to provide the products and services you requested from us. 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Make sure you ask the necessary questions before the customer embarks on their experience, thereby keeping in control of the process. Once a customer has been convinced to create an account, the onboarding system is crucial in executing your product strategy. You could keep them coming back by creating personalized messages or offering free trials or discounts on products you’ve learned that particular customer would like. The importance of website maintenance cannot be overstated if you want customers to choose you over your competitors. Ensure your whole online presence is optimized to give all users the best experience on whatever device they use, including personalized product suggestions and plenty of up-to-date, relevant content. The eventual aim is that happy customers will keep returning, so you won’t have to spend so much on marketing and sales activities – especially great news for smaller businesses. hbspt.cta.load(3434168, '1f74539e-d4fc-4cb3-97c6-fd86de2bf62e', {});

Great products come from great product teams—not from frameworks. Using the right product framework can help guide a team’s work. But the product will be only as good as the people behind it. Product Frameworks Can Become a Crutch A few years ago, marketing author Seth Godin appeared on a business podcast. The host wanted to talk about Godin’s legendary blog, where he has published a post every day for decades. When the host asked him to describe his process for sticking to such an impressive schedule, Godin refused. I’ll paraphrase his response. The process I use to write a blog every day is irrelevant to everybody but me. The danger in telling it to you is that many people are looking for a shortcut or easy answer to becoming more productive. If they’re listening to us now, they might be hoping they’ll find it in a list of steps. They won’t. My process is just that, a process. It’s not the work itself. Don’t get me wrong. As a product leader, I encourage my teams to use whichever product frameworks they find helpful. LIKE.TG has written about frameworks to help with product prioritization,frameworks to develop an effective product strategy, and some of our favorites for UX designers, includingGoogle’s HEART framework. But as Seth Godin said, you need to avoid the trap of confusing your framework with the work itself. For product teams, that work involves all of the familiar roles product managers and product leaders are responsible for, including: Building and leading a great product team Getting to know your market and users Identifying market problems worth solving Earning the trust of your prospects and customers Directing your team’s energy toward the right strategic goals That bullet list could serve as your product framework. But you will need to execute each of those steps successfully, and the framework can’t magically make that happen. How Useful Are Product Frameworks? To answer this question, I’ll ask one of my own: Can your clothes lead to success? You know Steve Jobs wore identical outfits to work every day: the black turtleneck, the blue jeans, the sneakers. I’m guessing you also know why. It reduced the number of things he had to think about each morning, giving him more mental energy in the day for Apple. Thousands of entrepreneurs and executives followed that Steve Jobs framework. Today, we have thousands of business leaders wearing the same thing to work every day. But do we have thousands of more Apple-caliber companies out there as a result? Of course not. Which is a good lead-in to discussing what frameworks can and cannot do for product leaders and their teams. 1. Product frameworks free up time and creative energy. Think of all the steps along your journey, from developing a new product concept to get that product into your customers’ hands. Many of those steps will involve creative thinking, strategic planning, and effective teamwork. To get the most from your team on those steps, you’ll want them to have as much focus and mental energy as possible. Then there are the less-creative steps: the checklists, the meetings, the review processes. One way to free up more energy and time for the project’s creative aspects is to make these steps as routine and standardized as you can. Think about it this way. If your team’s sprint sessions run each time differently, team members will have to spend more time thinking about how they’ll handle the various ways the next meeting might go. They’ll also spend more time during each session discussing the logistics of the meeting itself, leaving less time to focus on the tasks they need to work on in the next sprint. The good news is that you can use frameworks to take your team’s guesswork and additional mental energy out of the project’s routine stages. For example, you can create frameworks to: Standardize your team’s sprint, retrospectives, and other meetings Give your team the right tools to complete their work efficiently. The right tool meant they don’t spend mental cycles thinking through how to manage those aspects of the job Create a standardized signoff process. A process ensures your team knows exactly when and by whom they’ll need their work approved before they can consider it done Most teams get this wrong, I believe, is thinking the right framework will improve their work’s quality or creativity. In reality, it works more like this: You use frameworks to move the logistical tasks to the background, so you can create more space and focus for the creative work. But the quality of that work will depend on your team’s talent and effort, not on the framework you’re using. You can put on a turtleneck and jeans, walk into your office, and brainstorm with your team. But if you want to develop a product as ingenious and disruptive as the iPhone, then you’ll also need to walk in with a Steve Jobs brain—and have a team as brilliant as his at Apple. 2. Product frameworks can help a team avoid skipping an important step. Use frameworks to help your team move the routine aspects of their work into the background. We can call this the turtleneck effect. By increasing standardization, you might find their newfound energy leads to some great ideas and increased enthusiasm. That’s great. But you need to be careful. If your team is so excited about an idea for a new feature and so energized to start building it, you could neglect an important step, such as your normal vetting process. You might be convinced the idea is viable, even groundbreaking. But before you commit resources to it, you’ll need to step back and take a few important steps. Maybe part of your process is to perform a cost-benefit analysis of any new functionality or ask your sales team if they’ve heard interest in such a feature from prospects or customers. You never want a framework to constrain your team’s creativity or to slow their work. But you also don’t want your process to be ad hoc, so driven by intuition, that you’re creating products using completely different processes every time. It would help if you constructed some guardrails to keep from going down the wrong path. Build a very loose framework that includes at least a few basic steps—such as “Let’s test this idea with our persona before building it.” 3. Product frameworks can prevent ad-hoc requests from pulling the team off-track. Using a product framework—and, more important, making sure your organization knows you’re using it—can also help your team deal more effectively with the never-ending stream of requests that can derail their progress. Let’s says your team has no fixed stages or guidelines during the development process. You improvise your approach from scratch for every new product or even for every update to an existing product. What’s to keep a sales rep or executive from demanding your team stop everything from building something they want to prioritize? Without a process that you can point to, you will have to negotiate these requests every time. And in many cases—particularly with an executive—you’ll lose. Worse, every time they have to shift gears and refocus on a different creative project, your team risks not fully re-engaging in the work they were doing on your product. Using a framework that allows you to stop accepting new ideas or requests after a certain stage will help you protect your product team from these disruptions and frustrations. It will let them stay focused creatively on the same initiative throughout the development process. That will improve the chances your product will be a success. Pro tip: make your own product framework mashup. Bruce Lee famously developed a unique martial arts style by using moves and strategies from many different fighting styles to build his own. Essentially, Lee created a martial arts mashup. You can do the same with your team’s framework for building products. A product framework exists to serve you, not the other way around. If you can’t find a framework that suits your team’s unique traits and needs, design your own. Or do what Bruce Lee did, and poach just what works for you from several existing frameworks. Download IMPACT ➜ hbspt.cta.load(3434168, '76387af0-7ef4-49da-8b36-28e99e4f5ba3', {"region":"na1"}); How Should Product Leaders Guide Their Teams? Working with product teams all over the world as part of my job with LIKE.TG, I often hear product managers explain that they use a framework—Jobs to Be Done, the Scaled Agile Framework, SWOT Analysis, etc.—because their Vice President of Product or CPO insists on it. I understand a product leader wanting to standardize how their teams build products. If every team uses an impromptu strategy every time, it can be challenging for the company’s product executive to gauge each team’s progress along the way. But as a product leader myself, I can tell you from experience that adhering to a product framework can become a crutch. A team can fall into the trap of devoting their energy to checking all the boxes on their framework—which takes the focus away from making sure they’re building a product that will make their customers’ lives better. My take on frameworks is that teams should treat them as suggestions and tips—not rules. Product leaders should encourage their teams to use frameworks only if they serve the team’s needs. hbspt.cta.load(3434168, '57ff7e42-ccfa-4d9e-b5be-8a0f6ba69363', {"region":"na1"}); So, if they’re not going to insist on a product framework to manage their teams’ process step by step, how would I suggest product leaders guide their teams? They should focus on a few broad strategic goals: 1. Hire the right product team. I’ve written some tips on the LIKE.TG blog about knowing you’re hiring a good product team member so that I won’t rehash those details here. But I do want to point out that building great products starts with building a great product team. You can also think of it this way: even with an excellent product framework, a poor or inexperienced team will likely develop a disappointing product. 2. Give the team the tools they need. Once you’ve assembled a team of smart, skilled, and enthusiastic people, your next task as a product leader will be to equip them with the tools to succeed in their roles. This might include a project management platform, a product roadmap app, data analytics software—whatever tools your product team needs to accomplish the strategic goals they are attempting to achieve. One of these tools could even be a product framework. What’s important to keep in mind, though, is that the decision to use a framework—like the decision to use other tools—should from your product team. These should not be top-down decisions the product leader makes. hbspt.cta.load(3434168, '83ca4782-9cfe-4234-83e5-2ac0ed8ecf84', {"region":"na1"}); 3. Establish success metrics to guide the team. You’ve built a strong team and equipped them with tools that will give them the best chances for success with the products they create. Now you’ll want to tell your team exactly how you will measure their product’s success. This is a key reason the right tools play such an important role in your product team’s work. If you choose user-session length as the success metric for your SaaS app, your team will need the analytics tools to monitor that data and learn how and where they can improve the app to increase session time. If you make revenue your main gauge of success, you’ll want to make it easy for the team to view every initiative on their roadmap through a lens of its revenue potential. In that case, you’ll want a web-based roadmap app that makes it easy to connect themes and epics to strategic goals. But it’s also important to remember that, just as no product framework can guarantee you a better product, the tools you buy for your product team won’t be able to do the creative work for them, either. When they open it for the first time,even the best roadmap software on the market will present your team with a blank screen. Download Product Success Metrics ➜ hbspt.cta.load(3434168, '18f5a8aa-393b-4397-9fd4-f7758c1edf55', {"region":"na1"});

As a product manager at LIKE.TG, I’m particularly proud of our new integration with Zapier because of the impact I know it can make. My appreciation of Zapier’s capabilities started years ago when I worked inCustomer Success here at LIKE.TG. Back then, we used Zapier to automate how we shared NPS feedback across the company. It was empowering to reduce the time I spent in spreadsheets, and I felt a connection with our customers who had similar pain points. I remember thinking how much time they could save by integrating Zapier’s app with LIKE.TG’s roadmap platform.The Challenge With SpreadsheetsSpreadsheets are a natural part of my and many product managers’ workflows. Yet, the manual work they require can be at the detriment of my more strategic work.During my research and customer interviews, I continuously heard conversations like the following, “I have 40 product managers in ProductPlan. I need to quickly and reasonably see what everyone is doing entirely in ProductPlan. Yet, a lot is still happening in Google Sheets and requires a manual transfer, which is time-consuming.”This type of scenario is where setting up the Zapier integration fits seamlessly. The automatic updates will support the workflow of product managers much more cohesively (including my own). So the choice becomes: do you spend the afternoon populating a spreadsheet or unshackling your roadmap data and syncing it effortlessly across your organization?Moving roadmap data automatically with Zapier feels I have my own personal product management assistant.Before I geek out further on the benefits of having Zapier automatically working with my roadmap, I want to be clear; it’s not an end all be all ‘magic solution.’ You still have to make intelligent decisions for Zapier to connect all the data dots into your roadmap effectively.Do the work properly, and with the help of Zapier, you will stress less about how you’re going to organize your work.4 Ways Zapier Can Improve Your Work1. Less manual effort, more time and energy.The number of product stack apps is growing every day. Getting your data moving from one place, like a project management tool, to your roadmap can be a lot of manual effort. You can export and import using spreadsheets, but that involves much data reformatting and room for error with each manual input. If both tools in question have an API, you could use that to keep data in sync, but that will usually require engineering resources.Despite your best efforts, data in your roadmap becomes static. I could spend my time manually updating and reimporting regularly—but that’s counterintuitive to the nature of roadmaps.I know from speaking with my peers, this manual workflow left us unsure that the version we were sharing with our key audience was, in fact, the latest and greatest. There’s always the looming question, “What if changes are being made elsewhere and not reflected in LIKE.TG?”The time and energy I spent on remedial tasks felt so ingrained in my work but ultimately took away from the time and energy doing more important tasks, like talking to our customers.2. Confidently manage a standardized, single source of truth.I’m constantly plagued by the feeling that as a PM, there can be a constant influx of information from various sources, all organized differently—Slacks, emails, research, talking to customers coming from everywhere. Sure, I can track it all in a notebook or my head, but to get it into a presentable format, I need to organize it manually. With the Zapier integration, standardizing your input sources is much easier to maintain. Inputs from Slack and email are funneled through Zapier into the LIKE.TG roadmap and repository format: ideas, descriptions, sources, and where those ideas are coming from all in the same formatting. Zapier, the dubbed product management assistant, has it all done for you in one central place automatically.I can export and import, prioritize, and share my roadmap. Then, the Zapier integration spits it out in a format that’s easy to manage. What are the critical decisions I can make because of this information? Previously, standardizing my work would take me an hour or two on a Friday afternoon. The beauty is you have Zapier, an execution tool, efficiently collaborating with, LIKE.TG, a more high-level tool.3. Rethink how you execute things.Take a moment to ask yourself, what are the time-consuming or frustrating tasks that you can offload? The Zapier to LIKE.TG integration helped me rethink my work in many ways, but here are two examples.We use Pendo to track NPS. I used to export the feedback into a spreadsheet every week. I’d read through all of the input. Not anymore. Zapier automatically culls through keywords and pulls out the scores I’m looking for.We started using Zapier for our Sales “Deals Closed” announcement to unify the team and foster excitement and celebration when deals were closed. Slack’s post included how each deal closed, with a summary paragraph that mentions the feature or product use case that won the deal.Here’s another example that I heard from customers. They have a Google Form on their website for requests. Once a week, they would export, review, and then manually transcribe it into the roadmap—spending about an hour every week doing this.Zapier and LIKE.TG’s integration automatically combs through the requests. It reformats them in a way you want. Hop in the roadmap, see who sent the form, what plan they are on, and who they are. All that information is in real-time on your table.I am executing the action of data entry. That time spent thinking about those feature requests and prioritizing those requests was manual overhead.hbspt.cta.load(3434168, '4077b305-9bcc-4a5a-a982-aad75ee06c23', {"region":"na1"});4. Support collaboration with your broader team.Last but not least, this integration empowers me. I’m not a technical person. I can’t build something with an API. Yet, with Zapier, I can skip the phase of sheepishly asking one of my developers for help to build an API. This opens up so many possibilities.At larger companies, it can take forever to get things done. Some of the work I’ve done in Zapier would take months to get done at a larger company. From securing engineering resources to actually building the sync, you could easily spend a quarter just trying to get the data you need instead of focusing on your core responsibilities. If a bunch of processes bogs you down, then you can’t achieve the job you’re actually trying to do. Do the thing instead of waiting.Any product manager can set this Zapier to LIKE.TG integration in a matter of minutes and not dedicate all your resources. That way, you have a quickie proof of concept with Zapier, and you’re not pulling engineers off of something more substantial.When I develop a plan with the rest of my team, Zapier will help me execute that plan with the tools that other teams, like marketing and sales, are using. This opens up possibilities for folks outside of the product. When we have feature requests, it can automatically pull these into our table view and comments through Slack, bringing visibility to anyone. It’s picking things up for me from all of my apps while working on my roadmap.TakeawaysZapier is a productivity tool. It’s a means to an end, but not a solution itself. Before, there was a disconnect between the ever-revolving cast of tools and our roadmap platform. Zapier integrating with LIKE.TG won’t make you a better product manager; you still have to make good decisions. What it did for me was change how I think about where I’m spending my time. Whether you use Zapier or not, I hope these examples help people think about how they can automate tedious processes or think about how they can be more efficient in their day-to-day tasks.

As a product manager at LIKE.TG, I’m particularly proud of our new integration with Zapier because of the impact I know it can make. My appreciation of Zapier’s capabilities started years ago when I worked inCustomer Success here at LIKE.TG. Back then, we used Zapier to automate how we shared NPS feedback across the company. It was empowering to reduce the time I spent in spreadsheets, and I felt a connection with our customers who had similar pain points. I remember thinking how much time they could save by integrating Zapier’s app with LIKE.TG’s roadmap platform. hbspt.cta.load(3434168, '3dea6f5f-f0d8-4af6-984a-1814bd725dc2', {"region":"na1"}); The Challenge With Spreadsheets Spreadsheets are a natural part of my and many product managers’ workflows. Yet, the manual work they require can be at the detriment of my more strategic work. During my research and customer interviews, I continuously heard conversations like the following, “I have 40 product managers in ProductPlan. I need to quickly and reasonably see what everyone is doing entirely in ProductPlan. Yet, a lot is still happening in Google Sheets and requires a manual transfer, which is time-consuming.” This type of scenario is where setting up the Zapier integration fits seamlessly. The automatic updates will support the workflow of product managers much more cohesively (including my own). So the choice becomes: do you spend the afternoon populating a spreadsheet or unshackling your roadmap data and syncing it effortlessly across your organization? Moving roadmap data automatically with Zapier feels I have my own personal product management assistant. Before I geek out further on the benefits of having Zapier automatically working with my roadmap, I want to be clear; it’s not an end all be all ‘magic solution.’ You still have to make intelligent decisions for Zapier to connect all the data dots into your roadmap effectively. Do the work properly, and with the help of Zapier, you will stress less about how you’re going to organize your work. 4 Ways Zapier Can Improve Your Work 1. Less manual effort, more time and energy. The number of product stack apps is growing every day. Getting your data moving from one place, like a project management tool, to your roadmap can be a lot of manual effort. You can export and import using spreadsheets, but that involves much data reformatting and room for error with each manual input. If both tools in question have an API, you could use that to keep data in sync, but that will usually require engineering resources. Despite your best efforts, data in your roadmap becomes static. I could spend my time manually updating and reimporting regularly—but that’s counterintuitive to the nature of roadmaps. I know from speaking with my peers, this manual workflow left us unsure that the version we were sharing with our key audience was, in fact, the latest and greatest. There’s always the looming question, “What if changes are being made elsewhere and not reflected in LIKE.TG?” The time and energy I spent on remedial tasks felt so ingrained in my work but ultimately took away from the time and energy doing more important tasks, like talking to our customers. 2. Confidently manage a standardized, single source of truth. I’m constantly plagued by the feeling that as a PM, there can be a constant influx of information from various sources, all organized differently—Slacks, emails, research, talking to customers coming from everywhere. Sure, I can track it all in a notebook or my head, but to get it into a presentable format, I need to organize it manually. With the Zapier integration, standardizing your input sources is much easier to maintain. Inputs from Slack and email are funneled through Zapier into the LIKE.TG roadmap and repository format: ideas, descriptions, sources, and where those ideas are coming from all in the same formatting. Zapier, the dubbed product management assistant, has it all done for you in one central place automatically. I can export and import, prioritize, and share my roadmap. Then, the Zapier integration spits it out in a format that’s easy to manage. What are the critical decisions I can make because of this information? Previously, standardizing my work would take me an hour or two on a Friday afternoon. The beauty is you have Zapier, an execution tool, efficiently collaborating with, LIKE.TG, a more high-level tool. 3. Rethink how you execute things. Take a moment to ask yourself, what are the time-consuming or frustrating tasks that you can offload? The Zapier to LIKE.TG integration helped me rethink my work in many ways, but here are two examples. We use Pendo to track NPS. I used to export the feedback into a spreadsheet every week. I’d read through all of the input. Not anymore. Zapier automatically culls through keywords and pulls out the scores I’m looking for. We started using Zapier for our Sales “Deals Closed” announcement to unify the team and foster excitement and celebration when deals were closed. Slack’s post included how each deal closed, with a summary paragraph that mentions the feature or product use case that won the deal. Here’s another example that I heard from customers. They have a Google Form on their website for requests. Once a week, they would export, review, and then manually transcribe it into the roadmap—spending about an hour every week doing this. Zapier and LIKE.TG’s integration automatically combs through the requests. It reformats them in a way you want. Hop in the roadmap, see who sent the form, what plan they are on, and who they are. All that information is in real-time on your table. I am executing the action of data entry. That time spent thinking about those feature requests and prioritizing those requests was manual overhead. hbspt.cta.load(3434168, '4077b305-9bcc-4a5a-a982-aad75ee06c23', {"region":"na1"}); 4. Support collaboration with your broader team. Last but not least, this integration empowers me. I’m not a technical person. I can’t build something with an API. Yet, with Zapier, I can skip the phase of sheepishly asking one of my developers for help to build an API. This opens up so many possibilities. At larger companies, it can take forever to get things done. Some of the work I’ve done in Zapier would take months to get done at a larger company. From securing engineering resources to actually building the sync, you could easily spend a quarter just trying to get the data you need instead of focusing on your core responsibilities. If a bunch of processes bogs you down, then you can’t achieve the job you’re actually trying to do. Do the thing instead of waiting. Any product manager can set this Zapier to LIKE.TG integration in a matter of minutes and not dedicate all your resources. That way, you have a quickie proof of concept with Zapier, and you’re not pulling engineers off of something more substantial. When I develop a plan with the rest of my team, Zapier will help me execute that plan with the tools that other teams, like marketing and sales, are using. This opens up possibilities for folks outside of the product. When we have feature requests, it can automatically pull these into our table view and comments through Slack, bringing visibility to anyone. It’s picking things up for me from all of my apps while working on my roadmap. Takeaways Zapier is a productivity tool. It’s a means to an end, but not a solution itself. Before, there was a disconnect between the ever-revolving cast of tools and our roadmap platform. Zapier integrating with LIKE.TG won’t make you a better product manager; you still have to make good decisions. What it did for me was change how I think about where I’m spending my time. Whether you use Zapier or not, I hope these examples help people think about how they can automate tedious processes or think about how they can be more efficient in their day-to-day tasks. Download Get Buy-In on Your Product Stack➜ hbspt.cta.load(3434168, 'c4f7dcc8-378e-4b20-9c16-637fcb9589a5', {"region":"na1"});

According to LinkedIn, interest in product management has doubled in the United States in the past 5 years. LIKE.TG’s State of Product Management Report revealed that 72% of product managers are mostly happy or extremely happy in their current role. It’s a dynamic role with a lot of room to grow, so it is no surprise that we see an influx of product managers looking for advice to stand out. If you take away only one idea from this post about improving your product manager resume, I hope you’ll remember this: Highlight the impact of your work, not just the work itself. In my years as a product leader, I’ve reviewed a lot of product managers’ resumes. If I had to point to the most common shortcoming in these documents, it’s that their authors told me only what they did. They didn’t tell me why (or if) it mattered. Why is that so important? I’ll explain below. Then I’ll offer a couple more ideas to give your resume a better chance of standing out from the pile on product leaders’ desks. hbspt.cta.load(3434168, '1a581ef6-fb4d-4638-afef-da3652feefb6', {}); 3 Tips to Make Your Product Manager Resume Stand Out 1. Show us why your work mattered. Why this works: It shows not only that you’ve done things (which doesn’t mean much) but that you’ve made a difference (which means everything). Product management isn’t about crossing items off of to-do lists. Nor is it about filling your day with tasks, meetings, and commitments. You’ll succeed as a product manager only to the extent that your work makes a positive impact on your company and your customers’ lives. Let’s say I’m reviewing a product manager’s resume, and I see bullet after bullet like the following. Established KPIs for the product team Coordinated with several departments across the organization Responsible for maintaining the strategic product roadmap Held regular meetings to update executives and other stakeholders Conducted customer surveys to gather product feedback I have no way of knowing whether or not this candidate is an effective product manager. I have no reason to feel confident that this person even knows what product management success looks like. It’s definitely not showing up in those bullets. A related point: When I suggest that you highlight your work’s impact, I don’t mean only in terms of revenue or other inward-looking metrics. Product leaders—or at least this product leader—will want to see evidence that you empathize with your customers. That’s the key to success in product management. It’s also lacking in nearly all of the resumes I’ve ever read from product managers. Here’s how I’ll be evaluating those bullets in product managers’ resumes and why. Not good: “I created product ABC.” This tells me nothing about the impact product ABC had—or didn’t have—on anyone. Better: “I created product ABC, which earned $X in revenue.” With this statement, I at least get a sense that the product resonated with some users. But I’d be disappointed if the product manager didn’t also think to describe—even briefly—how the product positively affected those users. Best: “I created product ABC, which helped improve the daily workflows—and therefore, in a small way, the lives—of more than 10,000 users.” Now we’re talking! That statement accomplishes so much. It highlights the product’s impact. It demonstrates the product manager’s empathy with their user persona. And it shows humility by acknowledging the product helped to improve lives “in a small way.” A resume built around these principles is going to get attention. hbspt.cta.load(3434168, '57ff7e42-ccfa-4d9e-b5be-8a0f6ba69363', {}); 2. Show us how you bounced back from a mistake. Why this works: It demonstrates you’re able to learn, adapt, and solve problems. While interviewing product managers over the years, I remember several times uncovering a candidate’s most impressive attributes only after some prodding. Sometimes it happened entirely by accident. The details didn’t appear on their resumes. In fact, the candidates often seemed reluctant to share them with me at all. I think I know why. One of the most valuable skills in product management is the ability to course-correct after the original course proves unsuccessful. But to show a hiring manager that you’ve proven capable of finding a new solution after a failure, you have to acknowledge that past failure. How many times have you included on your resume a story about a disappointment or mistake in a previous job—and how you adapted to overcome it? I’m guessing none, and I don’t blame you. We’ve all been conditioned to believe our resumes should show only success after success. Back to those interviews I mentioned above, where I had to pull this information out of a reluctant candidate. Let me describe how it would happen because it usually happened the same way. I’d have the candidate’s resume in front of me, and I’d ask them to elaborate on something they’d written, such as: Implemented several best practices at the company. “Give me an example,” I’d say. I could tell they wished I hadn’t asked. “Oh, well, I introduced a few new processes to the product team when I started with the company. But honestly, they didn’t work out well. So, I tried a different approach. And those processes were really successful. In fact, we ended up sharing them with other departments in the company. They became best practices.” Talk about burying the lead! This is the type of story product leaders want to hear from product management candidates. We know you’re not perfect. Nobody is. But we want to know how you’ll react when you make a mistake or suffer a setback. Besides, the information in that story illustrates so much more than a “mistake,” if that’s even the right term. It shows growth, a problem-solving mentality, the ability to admit a mistake, and the ability to change direction when necessary. Also, product managers should be effective storytellers. Everyone loves a great comeback story. Including a “How I bounced back after a setback” anecdote will definitely give your resume a competitive edge over the rest. Watch our webinar, Hiring and Growing a Successful Product Team, to see what product leaders look for when hiring new team members: 3. Show us who you inspired… not what you ran. Why this works: Product leaders want to see your ability to persuade, build chemistry, and help a team succeed. Product managers don’t actually “run” anything. All of the teams you’ll work with as a product manager—in development, design, marketing, etc.—report to other people, not you. As we’ve written here at the LIKE.TG blog, two of the biggest lies product managers tell themselves are: “I am the CEO of my product” and “All product decisions need to go through me.” Running a team isn’t your job as a product manager. Your job is to persuade, inspire, and lead a team by earning its trust. Product leaders know all of this, of course. So, when you describe your previous product management role as “running” a cross-functional team or major product initiative, you’re not revealing anything unique or interesting to the hiring manager reading your resume. The real question is: Can you bring together several groups of specialists from across your company, make them feel like a team, get them working toward a shared goal, and give them the support they need to do their best work? That’s what a product leader wants to learn about you while perusing your resume. We want to know about your ability to: Build team chemistry Inspire your colleagues Collaborate and get along with all sorts of personality types Keep a large group of professionals, many in different departments and even different geographic locations, all pulling in the same strategic direction. If you can demonstrate those abilities in your Product Manager resume—heck, if your resume even demonstrates that you know the value of those abilities—you’re going to stand out among product management candidates. And if your resume reflects the principles I’ve outlined above, please send it my way. hbspt.cta.load(3434168, '8bd83652-2868-48a8-9b9c-ebb8e0b9c945', {}); Read more of my conversation on this topic here:

TLDR: The Newest Version of LIKE.TG’s Roadmap App, with an Enhanced Table Can Be Your All-in-One Roadmapping Solution With the new and improved table, roadmap owners can reduce their reliance on static spreadsheets and own the data behind their roadmaps. Now they can create, edit, and share ideas, strategic thinking, plans, evidence, and other details right in their roadmap software platform. The Problem: Roadmap Data Lives in Too Many Places It’s a challenge just about every product manager faces. Maintaining and updating roadmap details requires hopping back and forth between various apps and keeping track of several static files. Most product managers use a spreadsheet to capture ideas, feedback, usage data points, and other product details. Then they have to reproduce the high-priority items in a different app—usually PowerPoint—to create a visual roadmap. Whenever priorities change, or they need to add new information, these product managers have to update two static files: the spreadsheet and the slide deck. Even more frustrating, they need to make these updates separately in each file every time. It’s not an ideal workflow. The Solution: LIKE.TG’s Updated Table Creates an All-in-One Roadmapping Platform We created LIKE.TG’s roadmap app to help you simplify the roadmapping process. With our latest release, which includes major enhancements to our table, you now have an all-in-one platform for your roadmapping tasks. If you already use LIKE.TG, our new table will help you finally move your data out of a spreadsheet and into a live tool. Or if you haven’t started using a roadmapping app, you’ll find LIKE.TG creates an easy, intuitive way to manage the data behind your product strategy. hbspt.cta.load(3434168, 'bcf47ad4-3832-42c0-9ae8-1fd954c6be9c', {"region":"na1"}); We’ve made it easier than ever to create, view, edit, and share your roadmap data right in the LIKE.TG app. Here’s how. 5 Ways Our Updated Table Improves Your Workflows Here are five quality-of-life enhancements in our new and improved table that can streamline your workflows, save you time and frustration, and help your team build better products. 1. See all of the data you need and none that you don’t With the new table, you now have more control over how you view and edit your roadmap data. You can see all of your bar details at once in the table. We’ve also included the ability to add or subtract which information is exposed, by toggling items in the Edit Columns dropdown menu. If you’re used to relying on a spreadsheet to make updates and then manually pulling them into your roadmap, this can save you an enormous amount of time. It can also help you drill down into the information that’s really important—and hide what isn’t. 2. Switch into ‘roadmap update mode’ with ease Sometimes you need to review your roadmap’s details for accuracy and make updates where relevant. Perhaps you need to add a new strategic objective, modify the tags associated with a roadmap item, or change up which team is working on which initiative. You’ll find that all of these details are now housed within your table. By clicking into any field, you can make edits on the fly without needing to bounce back and forth between apps. Make all of the edits you need in one place. 3. Keep your planned and parked items close, but separate The table offers two linked but separate sections: Parked (for your idea backlog) and Planned (for the items up next for development). You can easily move features between Parked and Planned with just a click. You can also add bars or containers directly to the planned section of the table, which is perfect for those instances when a new initiative is accelerated and needs to go directly on the roadmap. 4. Keep features in one place from creation to conclusion Just because an idea evolves into a planned initiative doesn’t mean you shouldn’t be able to manage it from one interface. The new table makes it easier than ever to create, track, and update each product initiative throughout its entire lifecycle. Whether you add new initiatives to your Planned or Parked lists, you can easily update each item in your table as it moves through development. You can also easily move an item to Prioritization in the score column. hbspt.cta.load(3434168, '7c551d2b-ed71-444c-888b-18461bcb6944', {"region":"na1"}); 5. Automatically populate your table updates in the visual roadmap When you update roadmap details in your table, the app will automatically transfer those updates across your roadmap. No need to switch back and forth between views, or manually visualize initiatives in a tool like PowerPoint. Note: For stakeholders who are more comfortable with spreadsheets than a visual roadmap, you can always present your product roadmap in table. This allows you to avoid the hassle of exporting CSV files, and provides control over what you present to who. Simply click the Edit Columns dropdown menu and select which information you would like to share with them. What These Workflow Improvements Look Like in Practice Let’s say you’re a product manager and need to organize and analyze a lot of data. Before prioritizing anything on a roadmap, you have to sort through feature requests, customer feedback, stakeholder priorities, and more. With a more powerful table, you won’t have to constantly move between your spreadsheet and your LIKE.TG roadmap. You can now create, update, and maintain these roadmap details all within the LIKE.TG app. What if you’ve already built out your data in a spreadsheet? No problem. You can easily import your spreadsheet into your table without losing any of your formatting column orders or header names. Seamlessly transition from creating roadmap data to visualizing roadmap data. Takeaway With LIKE.TG’s new and improved table, you now have one unified space to create, update, and maintain your roadmap details. You’ll be able to see everything at-a-glance, edit details inline, and find the information you need. Improve Your Workflows with Our Improved Table Try the Product App Free >

I’ve spoken with so many product managers who have a dream of becoming an entrepreneur or launching their own product one day. Every one of those conversations is exciting because that was my dream too. After a decade of working with others to launch successful SaaS products, I took the plunge to launch a startup in 2013. As I continued to help launch products, I realized that I was prepared to dive into entrepreneurial life myself. Our surveys at LIKE.TG support this trend of product managers (PM) desiring the entrepreneurial life. In LIKE.TG’s 2021 State of Product Management Report, we learned that 27% of product managers said they wanted to start their own company in the next 10 years.

The evolution of product-led growth may seem to be a recent trend at software companies, but the underlying concepts have been in full force for years. Being product-led is a path to success: we’ve seen consistently that product-led companies achieve faster growth once they achieve scale. Companies like Slack, Zoom, Calendly, Hubspot, and Dropbox are often mentioned as examples. But there are thousands of others that have achieved faster growth through similar methods. I’ve had the fortune of working on teams launching some of the early SaaS products going back almost 20 years. All of them baked product-led growth into their business models. In this article, I’ll give you some examples of product-led growth from my own experience. And I’ll additionally provide a few thoughts on where it’s all heading. But first I’ll quickly explain what I mean when I say “product-led”. To me, it means that the company is thinking product-first and is focused on the customer experience. It means they use the product itself to drive growth through new sales and expansion revenue. In my experience, the best companies build the business model to help the product achieve faster growth without adding a commensurate number of salespeople to the mix. Rather than the previous generation of software companies with high friction sales models, in a product-led company the customers themselves foster the growth. My Experience with GoToMeeting: Growth Built-In In 2004 I helped launch GoToMeeting, one of the earliest web-based products with a SaaS model. The product was acquired by Citrix, and later by LogMeIn. I was on the team conducting market validation and I led the early customer discovery interviews. I then wrote the product requirements that outlined the features, value propositions, and business model. We took our learnings from launching two earlier products at the same company and created a model integrating several characteristics that, while we didn’t call it product-led at the time, clearly were product-led. These characteristics helped create a wildly successful product and a model for future companies: Self-service model. Customers could use the free trial and purchase one or a few licenses with a credit card. We experimented zealously and continued to optimize the purchase flow and experience. While this seems like a no-brainer for so many software companies today, at the time it was an uncommon approach and helped our rapid growth. Easy to get started. The product was easy to get up and running without any training. Viral licensing model. Participants could join the meetings for free. This allowed viral awareness within organizations because it was so easy to get started. This then fostered growth as participants decided to host their own meetings and purchased a license. Customer-focused pricing model. Our “all you can meet” pricing model was innovative at the time and was so appealing to customers who were used to the unfriendly meeting models such as per-participant / per-minute Product-Led Growth at LIKE.TG My company LIKE.TG launched our product roadmap platform in 2013 and we baked in product-led growth from the very beginning. In our early market validation, we discovered that product managers wanted to try the product on their own before buying. For that reason, we launched with a completely self-service model and didn’t hire our first salesperson until years later in 2016. Here are some of the characteristics of LIKE.TG that make us product-led. Educational focus with inbound marketing. Our low-key educational approach to content allows product managers to learn about us through high-quality articles, books, webinars, and other content. They choose to engage with a trial when they are ready. Fully-functional Free Trial. Product managers can sign up for a free trial without a credit card and get access to all the features in our entry-level plan. Easy to get started. Product managers could build (or import) their first roadmap in minutes – our interface is laser-focused on getting started fast. We deliver value in minutes, even before purchasing the product. Self-service purchasing model. Since we launched in 2013, customers have been able to purchase licenses without contacting us. This makes it possible for product managers and others in larger organizations to “go rogue,” and purchase LIKE.TG (sometimes using their own credit card). This approach helps plant the seeds within an organization for future growth. Free viewer licenses. When a product manager shares their roadmap for free to others (including executives), awareness within other teams grows – they are then inspired to purchase their licenses to create and edit their own roadmaps. Easy to add more licenses. For our basic plan customers can add more licenses without contacting us – as awareness grows internally it’s easy to add a license so new people can get started immediately. Network effect. As adoption grows within an organization, the value of LIKE.TG increases. As more product teams adopt the solution, we’re seen as a platform and the need for standardization across the organization becomes important. The standardization included in our enterprise plans evolves to be a requirement. These features provide even more value for larger organizations and an upgrade path for additional recurring revenue for us. I’m not saying that we’ve nailed product-led growth. We have a lot more to learn and do. And our model continues to evolve. Today we have an enterprise account management team and more options for trying the product, including coordinated team trials, but our core product-led approach is still there. Core Principles Going Forward What I’ve described so far are a few basics from my experience that companies can adopt to become more product-led. My opinion is that we can focus on a couple of core principles to become more product-led in our companies. A couple of my favorite products can provide some insight. The first core principle is to deliver an outstandingly positive user experience. A great example of this is Slack. Like many of you, we’re a customer, and it was their thoughtful focus on creating a simple and fun way for our team to communicate that created rapid and enthusiastic adoption. The other core principle is some kind of viral growth built into the business model – often accelerated by existing customers. I’ve been a customer of Calendly’s meeting scheduling tool for a while now because it makes it so easy to find meeting times. I chiefly use it for scheduling calls with customers. It’s the virality of their product that fascinates me—every time I send an invitation to someone to find a meeting time, I’m essentially sending an email to a new prospective customer for them. The product doesn’t need an overly aesthetic UI to have product-led growth. It’s so easy to get started that this product gains fast adoption. For those of us in the software world, most of us want to evolve to be product-led. By looking at these examples you hopefully are inspired to build growth levers into your product and business model. Have other examples? I’d love to hear what you think.

When prioritizing items for our product roadmaps, we sort and select them based on their ability to influence key metrics, achieve strategic goals, delight customers, and generate revenue. In evaluating possibilities, we choose the initiatives that maximize ROI and make the most of the available time and resources. In short, we’re trying to create a positive impact, and one lens to deploy for these exercises is the IMPACT mindset I’ve written about in our new free ebook. But the decisions we make as product leaders extend far beyond which themes and enhancements cut the next release. In this blog, I want to talk about hiring with an IMPACT mindset. Deciding which roles our team needs and who should fill them exercises muscles product leaders don’t use that often. It’s not like we’re hiring new product managers every few weeks like some of our engineering counterparts might fill out their vastly larger ranks. Product management hires at all, but the largest companies are relatively few and far between. And because we don’t get many opportunities, that makes these decisions that much more critical. We can’t just hire another if the first turns out to be a dud without navigating painful human resources processes. Plus, we have to find someone else to do the work while restarting another lengthy recruitment and hiring process. There’s usually a decent appetite for experimentation, ongoing learning, and trial and error in product development. But not so much when it comes to staffing. This makes our hiring decisions in many ways even more impactful than some of the choices we make around our products themselves. Why hiring product managers is so hard I don’t need to tell anyone in product management that finding good talent is tricky; anyone who’s ever had the opportunity knows that resumes and cover letters don’t give you a full sense of the candidate. Plus, you tend to get a flood of highly unqualified applicants you still need to sift through. But why is a product hire so much harder than finding another engineer or salesperson, or customer service rep? It’s because we ask so darn much from product management at every level. No other job requires you to do many different things with a high level of competence and mastery. In addition to being asked, forced, and blessed to wear so many hats, there’s also no preferred path to a career in product management. Our ranks include former developers, marketers, analysts, and customer success reps. They all bring unique experiences and skills to the table. But comparing candidates with such diverse professional backgrounds can be challenging. Especially since they may all have their own ideas about what product management actually is and what the day-to-day job looks like. Product management also requires a broad slate of soft skills to succeed. These aren’t binary, checklist items that a hiring manager can surmise from a glance at their C.V., and your HR department typically can’t offer much assistance in this department either. It requires probing interview questions and reference checks that try and uncover the real person you’ll be working with and relying on if they join the organization. Using IMPACT to Choose the Right Product Hire We know product management hires are important and that it’s hard. Luckily we can apply IMPACT to this process to help ensure we make quality hires that increase productivity and cut down on turnover. IMPACT comes in handy from the very first step—writing a killer job description—to making the final decision. Each pillar gives us something to think about and consider as we seek out additional team members. hbspt.cta.load(3434168, '76387af0-7ef4-49da-8b36-28e99e4f5ba3', {"region":"na1"}); How to Hire with IMPACT Interesting You want to work with interesting people—you’re going to spend a lot of time with them, after all—so you can look for candidates with backgrounds you find intriguing. A clone army is not the goal for product teams, as every new person brings a new perspective and lived experience to the table. More importantly, you want to hire people who are interested in things. You want people that always have another question and are lifetime learners. They should be intrigued by customers and their stories, always inquisitive but not seeking to impose their viewpoints on others until they’ve done their homework. If they’re not curious, they’re not likely to be an excellent product manager. Meaningful Even the most junior product manager has a lot of leeway in how they spend their time. Since you don’t want to spend all your time babysitting your staff, finding candidates that are instinctually focused on important things is key. Their resume and how they talk about their past achievements can be indicatory in this department. Using language about “improving” or “enabling” things and “delighting customers” resonates with me far more than simply “increasing revenue” or “delivering” lots of projects. I’m looking for a strong moral compass and recognition that they have the ability to make a difference in people’s lives through their work… even if it’s on something relatively mundane. People Product management is a team sport, even if you’re the only one with “product manager” on their business card. No one in this role can succeed if they don’t work well with others. So, naturally, I’m seeking evidence of past success in this area and an awareness of its importance. “Collaboration” and “partnering” carry much more weight than simply “leading” or “running” things. Candidates must truly value the importance of working with others and creating alignment and consensus. Actionable Coming up with ideas is easy. Coming up with good ideas that are actually doable is a lot harder. I’m looking for team members that don’t let “perfect” be the enemy of “good.” This means actually getting things done. I also want individuals who identify doable opportunities and not just pie-in-the-sky ideas. By ensuring candidates are grounded in reality, I know they’re going to gravitate toward opportunities that are practical and possible. It necessitates a 360-degree-view of the situation, collaboration with technical stakeholders to assess how actionable things are, and a focus on incremental progress toward goals. I also want product managers who don’t just present information and problems. I want them to have a clear ask or solution to go along with it. This is happening, this is what it means, and this is what we need to do now. Clear Communication skills are one of the top requirements for successful product management, and I’m looking for clear, concise communication from candidates from the get-go. This starts with their own “elevator pitch,” as I expect them to entice me and sell me on them quickly. This isn’t to be mean or overly judgmental. Rather, it’s an indicator of their ability to command the room and convey the essential information—and do so in a convincing way. Product management is always competing for the time and attention of stakeholders. So I want to know they’ve got what it takes to thrive in those environments. Testable The job application and interview process is really one big series of tests and questions. Have they checked enough boxes to warrant a phone screen? Do they still seem interested after learning more about the job? Did they conduct themselves well during interviews with myself and colleagues and distinguish themselves positively versus the other candidates? hbspt.cta.load(3434168, '6dfa8cf7-7fd5-4e22-8d7e-edacfc23154a', {"region":"na1"}); I’m also testing for my comfort with the hire. What do they bring to the table, and how will it positively (or negatively) impact the combined skills, experiences, and talents of the overall team. Is it filling a need or duplicating an existing strength? But for a product management role, I will also literally put applicants to the test. These should be reserved for finalists out of respect for their time (and mine!). But for such a key hire, it’s important to see their work output and the tactics and strategies they utilize to do it. I have several examples of these test exercises in my book. Hire with IMPACT at Every Opportunity More than anything, incorporating an IMPACT approach into your hiring philosophy is all about making the most of the limited chances managers get to augment and improve their staff. Who we hire will have a massive impact on both the products in our portfolio and the teams we manage. We want assets instead of liabilities, high performers, and not needy neophytes. This requires scrutiny, inquiry, judgment, and a healthy dose of gut feel (which we normally try to tamp down in this line of work). At the end of the day, we want employees that share our values and work ethic. They should be worthy of our trust and not clash too much with our style. Using IMPACT is one way to ensure our choices match that intent.

When prioritizing items for our product roadmaps, we sort and select them based on their ability to influence key metrics, achieve strategic goals, delight customers, and generate revenue. In evaluating possibilities, we choose the initiatives that maximize ROI and make the most of the available time and resources. In short, we’re trying to create a positive impact, and one lens to deploy for these exercises is the IMPACT mindset I’ve written about in our new free ebook. But the decisions we make as product leaders extend far beyond which themes and enhancements cut the next release. In this blog, I want to talk about hiring with an IMPACT mindset. Deciding which roles our team needs and who should fill them exercises muscles product leaders don’t use that often. It’s not like we’re hiring new product managers every few weeks like some of our engineering counterparts might fill out their vastly larger ranks. Product management hires at all, but the largest companies are relatively few and far between. And because we don’t get many opportunities, that makes these decisions that much more critical. We can’t just hire another if the first turns out to be a dud without navigating painful human resources processes. Plus, we have to find someone else to do the work while restarting another lengthy recruitment and hiring process. There’s usually a decent appetite for experimentation, ongoing learning, and trial and error in product development. But not so much when it comes to staffing. This makes our hiring decisions in many ways even more impactful than some of the choices we make around our products themselves. Why hiring product managers is so hard I don’t need to tell anyone in product management that finding good talent is tricky; anyone who’s ever had the opportunity knows that resumes and cover letters don’t give you a full sense of the candidate. Plus, you tend to get a flood of highly unqualified applicants you still need to sift through. But why is a product hire so much harder than finding another engineer or salesperson, or customer service rep? It’s because we ask so darn much from product management at every level. No other job requires you to do many different things with a high level of competence and mastery. In addition to being asked, forced, and blessed to wear so many hats, there’s also no preferred path to a career in product management. Our ranks include former developers, marketers, analysts, and customer success reps. They all bring unique experiences and skills to the table. But comparing candidates with such diverse professional backgrounds can be challenging. Especially since they may all have their own ideas about what product management actually is and what the day-to-day job looks like. Product management also requires a broad slate of soft skills to succeed. These aren’t binary, checklist items that a hiring manager can surmise from a glance at their C.V., and your HR department typically can’t offer much assistance in this department either. It requires probing interview questions and reference checks that try and uncover the real person you’ll be working with and relying on if they join the organization. Using IMPACT to Choose the Right Product Hire We know product management hires are important and that it’s hard. Luckily we can apply IMPACT to this process to help ensure we make quality hires that increase productivity and cut down on turnover. IMPACT comes in handy from the very first step—writing a killer job description—to making the final decision. Each pillar gives us something to think about and consider as we seek out additional team members. hbspt.cta.load(3434168, '76387af0-7ef4-49da-8b36-28e99e4f5ba3', {"region":"na1"}); How to Hire with IMPACT Interesting You want to work with interesting people—you’re going to spend a lot of time with them, after all—so you can look for candidates with backgrounds you find intriguing. A clone army is not the goal for product teams, as every new person brings a new perspective and lived experience to the table. More importantly, you want to hire people who are interested in things. You want people that always have another question and are lifetime learners. They should be intrigued by customers and their stories, always inquisitive but not seeking to impose their viewpoints on others until they’ve done their homework. If they’re not curious, they’re not likely to be an excellent product manager. Meaningful Even the most junior product manager has a lot of leeway in how they spend their time. Since you don’t want to spend all your time babysitting your staff, finding candidates that are instinctually focused on important things is key. Their resume and how they talk about their past achievements can be indicatory in this department. Using language about “improving” or “enabling” things and “delighting customers” resonates with me far more than simply “increasing revenue” or “delivering” lots of projects. I’m looking for a strong moral compass and recognition that they have the ability to make a difference in people’s lives through their work… even if it’s on something relatively mundane. People Product management is a team sport, even if you’re the only one with “product manager” on their business card. No one in this role can succeed if they don’t work well with others. So, naturally, I’m seeking evidence of past success in this area and an awareness of its importance. “Collaboration” and “partnering” carry much more weight than simply “leading” or “running” things. Candidates must truly value the importance of working with others and creating alignment and consensus. Actionable Coming up with ideas is easy. Coming up with good ideas that are actually doable is a lot harder. I’m looking for team members that don’t let “perfect” be the enemy of “good.” This means actually getting things done. I also want individuals who identify doable opportunities and not just pie-in-the-sky ideas. By ensuring candidates are grounded in reality, I know they’re going to gravitate toward opportunities that are practical and possible. It necessitates a 360-degree-view of the situation, collaboration with technical stakeholders to assess how actionable things are, and a focus on incremental progress toward goals. I also want product managers who don’t just present information and problems. I want them to have a clear ask or solution to go along with it. This is happening, this is what it means, and this is what we need to do now. Clear Communication skills are one of the top requirements for successful product management, and I’m looking for clear, concise communication from candidates from the get-go. This starts with their own “elevator pitch,” as I expect them to entice me and sell me on them quickly. This isn’t to be mean or overly judgmental. Rather, it’s an indicator of their ability to command the room and convey the essential information—and do so in a convincing way. Product management is always competing for the time and attention of stakeholders. So I want to know they’ve got what it takes to thrive in those environments. Testable The job application and interview process is really one big series of tests and questions. Have they checked enough boxes to warrant a phone screen? Do they still seem interested after learning more about the job? Did they conduct themselves well during interviews with myself and colleagues and distinguish themselves positively versus the other candidates? hbspt.cta.load(3434168, '6dfa8cf7-7fd5-4e22-8d7e-edacfc23154a', {"region":"na1"}); I’m also testing for my comfort with the hire. What do they bring to the table, and how will it positively (or negatively) impact the combined skills, experiences, and talents of the overall team. Is it filling a need or duplicating an existing strength? But for a product management role, I will also literally put applicants to the test. These should be reserved for finalists out of respect for their time (and mine!). But for such a key hire, it’s important to see their work output and the tactics and strategies they utilize to do it. I have several examples of these test exercises in my book. Hire with IMPACT at Every Opportunity More than anything, incorporating an IMPACT approach into your hiring philosophy is all about making the most of the limited chances managers get to augment and improve their staff. Who we hire will have a massive impact on both the products in our portfolio and the teams we manage. We want assets instead of liabilities, high performers, and not needy neophytes. This requires scrutiny, inquiry, judgment, and a healthy dose of gut feel (which we normally try to tamp down in this line of work). At the end of the day, we want employees that share our values and work ethic. They should be worthy of our trust and not clash too much with our style. Using IMPACT is one way to ensure our choices match that intent.

Product managers can find inspiration for their products everywhere, and that’s great. But those inspired ideas can’t go straight onto the roadmap. A product manager first needs to subject a new concept to a process that involves making the case. For example, they can do this through research and weighing the idea against other items already on the roadmap. And perhaps most importantly, before you add or remove anything, you should gain leadership consensus. As someone who has worked for years as both a product manager and a product leader, I can tell you this from firsthand experience (some of it learned the hard way). Do not let your product leader see any of the following on your roadmap. 1. Surprises Don’t make your product leader ask, “What’s this?” Let’s say you’re working on a mobile app, and someone in your office mentions that connecting more deeply with Facebook would increase app engagement with specific segments of your user base. That sounds like a great idea. And we all know how thrilling a product manager can find discovering an excellent idea for their product. (It’s one of the best things about this job.) Also, let’s assume you trust the judgment of the person who suggested it—a sales manager or a product manager who handles a different suite of apps. So, you immediately add “Implement Facebook Integrations” to the roadmap. Then your product leader sees it and says, “Huh?” It would have helped to discuss this with your team, including your product leader before the integration epic appeared on your roadmap. Worse, you didn’t subject the idea to the full vetting before adding it to the strategic timeline. When your product leader asked about it, you weren’t ready with the answers to all the necessary follow-up questions, such as: Which persona will these integrations resonate with, and why? What will the anticipated increases in engagement do for the bottom line? How are we going to measure success with this initiative? A great idea alone can’t earn a spot on a product roadmap. Only great, vetted, and agreed-upon ideas can. hbspt.cta.load(3434168, '527dc6af-8860-436f-9ca6-ae2b71b0cc99', {"useNewLoader":"true","region":"na1"}); 2. Items that raise more questions than they answer Don’t make your product leader ask, “How is this going to work?” Now imagine that for a different item you’re adding to the roadmap, you’ve cleared the first hurdle above. You shared the idea with your product leader and the rest of the team, and it won’t take them entirely by surprise when they see it on the roadmap. Heck, the team may even agree in principle that the idea had merit. And now you’re thinking: Everyone sounded enthusiastic about this idea. Why not give it a slot on the roadmap right away? So, that’s what you do. Then your product leader sees the initiative on the roadmap and says, “Wait. Did we all agree on this? Does our development team have the expertise to build it? Have they agreed to the timeline I see here? Did we get the budget?” Again, you’ve created friction with your team by short-circuiting the process of building alignment. You’ve also undermined your product leader’s trust in your judgment and your ability to guide the team successfully through development. If I saw an initiative suddenly appear on one of my product managers’ roadmaps—and it raised more questions than it answered—here’s what I would be thinking: If I can’t count on you to gain team alignment around a new item before you slap it on the product roadmap, what else should I be concerned about? 3. Items that have disappeared without explanation Don’t make your product leader ask, “Where’d that epic go?” Assume your product leader and other executives will notice any change you make to your roadmap. If you decide to shelve an initiative that your team had been expecting to build, you first need to complete two strategic steps: Step 1: Build and document your case When you drop a feature or epic from your roadmap, your product leader will need to know why. They might have shared the item with the rest of the executive team or discussed it with sales and marketing. You don’t want to pull the rug out from under everyone now, and not without good reason. Your development team, which may have already begun breaking down the initiative into stories and tasks, will also expect to know why it’s off the roadmap. If they have spent time and resources delegating tasks and creating a schedule, you owe them an explanation for why you’ve decided to change plans. Step 2: Have the conversations It would help to let your team know about your plans to table the initiative. Your first call (or Zoom or Slack or drop-in) should be with your product leader, and you’ll want to share your reasoning and then seek agreement. If your product leader agrees, it’s time to update the rest of the team. That means having the conversation with development, sales, marketing, customer success, and any other people who could be affected. Even if you don’t need their approval or agreement, you still want to offer everyone on your team a thoughtful explanation about why you’re making this change. It can ease the frustration of anyone who has already started working on the now-tabled initiative. It will also show that you respect your coworkers and believe that they have a right to know not just what’s happening but why. That will help you strengthen these meaningful relationships with your cross-functional team. Purpose-built roadmap app By the way, this is reason number 7,329 to use a purpose-built roadmap app, rather than trying to maintain your product roadmap in a static file like a spreadsheet or slideshow. A native web app will let you make changes like this on your roadmap much more quickly and easily. For example, with the LIKE.TG app, you can easily switch any initiative from Planned (where you publish in-flight items on the main roadmap view) over to Parked with just a click. Also, you can—and should—add a comment beside the Parked item to explain why you’ve chosen to park it. If your product leader or other execs open your roadmap and notice something missing, they can easily find it in the Parked section, along with a brief explanation of why you moved it. Better still: Before removing any strategic initiative from the roadmap, have that conversation with your product leader. 4. Technical details that fail to tell a story Don’t make your product leader ask, “Why should we care about that?” Your roadmap isn’t the place for technical specs, and it’s there to tell the compelling story behind your product. Let’s say you’ve prioritized making your enterprise software more secure to meet customers’ regulatory needs in industries like healthcare and financial services. One project that came out of your research is to beef up your apps from 32-bit to 64-bit encryption. Offering that level of security will stop your software from getting eliminated from these customers’ searches. Solid plan. But then, when you add that epic to your roadmap, it looks like this: “Upgrade enterprise apps to 64-bit encryption.” And your product leader says, “Why should we care about that?” Fair question. The encryption enhancement itself isn’t the goal, just a step toward achieving that goal. The epic should read: “Enhance app security to acquire more healthcare/FinServ customers.” That tells a story! With LIKE.TG’s app, you can even add a blurb explaining your reasoning, which you can hide in the epic and make available by clicking on it. That description might read this like: “Our research suggests health/financial markets are choosing our competitors because their regulators demand higher levels of encryption than we offer. Remember, your roadmap should communicate your strategy and plans. Any technical details that fail to advance your big-picture story will only slow your readers down and make them ask, “Who cares?” 5. Lack of clarity about where the product stands now Don’t make your product leader ask, “Where are we today?” Anyone who opens your roadmap should be able to quickly figure out what strategic initiatives you’re working on now, the status of those items, and what projects are up next. But with the tools that most product managers use for roadmaps—spreadsheets, slideshows—conveying this information is difficult. It would be best to keep that in mind when you build and share your roadmap. The roadmap should clarify and illuminate the details of your progress—not confuse your audience. When your executives review the epics on your roadmap, how will they know whether each one is complete, in process, or not started? One simple solution—and reason number 7,330 to use a purpose-built roadmap app—is to create your roadmap using software that lets you update the percent complete of any item on the roadmap. The right roadmap software will also integrate with your project management apps. That way, you can sync the progress of each roadmap item with the relevant tasks your team is working on and tracking in their project management app. In the LIKE.TG app, that looks like the screen below. Those with access to the roadmap can click into a theme or epic, allowing them to see how much progress the team has made. The key takeaway here is when you present your roadmap, or if you publish it live and invite the company to review it anytime, you always want to be able to answer—clearly and with data—the question, “Where are we today?” Successful Roadmapping Always Comes Down to Communication The common thread among all the pitfalls I’ve discussed in this post is lack of communication. When it comes to creating and maintaining a product roadmap that will benefit your company, the key is communicating with the relevant people every step of the way. When you present the roadmap to your product leader or when people in other departments log in to your roadmap online to see where things stand, you want them all to find it clear, compelling, and consistent with their expectations. You don’t want to give anyone a reason to say, “Huh?” hbspt.cta.load(3434168, '3f36d63f-fe4f-400d-ab83-a64b28767625', {"useNewLoader":"true","region":"na1"});

Kicking off a greenfield project can be one of the most challenging tasks a product manager ever faces. Greenfield projects present different risks from other types of product development. Bringing these products to market requires a different strategic approach. And the process can be downright scary. I’ll walk you through a few strategies I’ve found work well for turning a greenfield project into a successful product. What Is a Greenfield Project? First, let’s make sure we’re on the same page about this concept. The term greenfield gets its name from the construction industry. It describes a project that builders will be starting from scratch. That is, they’ll be building on a green field with no infrastructure already in place. Adding a science lab to an existing college campus, by contrast, would be a brownfield project. In product management, greenfield projects refer to products developed entirely from scratch. For software companies, this would mean that the solution your team plans to kick off does not have: Existing codebase for the development team to build on. Current user base to leverage for usage statistics and feedback. Market history to estimate adoption rates, revenue, or customer lifetime value. Company familiarity with the value proposition or user personas. Constraints on how to proceed (which might be the most challenging aspect). hbspt.cta.load(3434168, '527dc6af-8860-436f-9ca6-ae2b71b0cc99', {"useNewLoader":"true","region":"na1"}); There’s Greenfield, and Then There’s Greenfield There’s a spectrum in terms of how green the field is among these projects. For example, a product idea might be new to the company thinking about building it but already available from a competitor. Then there are projects where the concept itself is new to the market (think Uber a decade ago). The truth is, any greenfield project is going to be challenging. But for a product concept that doesn’t have a comparable on the market, you’ll find even more obstacles. From this point on, let’s use the latter definition of greenfield. Imagine your team wants to build a product that is genuinely new to the market, has no direct competitor, and which your target users don’t even know they’re missing. Let’s start with an example of such a product idea. Then we’ll walk through a few strategic steps that can increase your chances of market success with this greenfield project. Hypothetical Greenfield Product: A Chat-based Hiring App First, let me briefly discuss the difference between a brownfield project and a greenfield project. An online job site that decides to build an instant-messaging feature into its platform is creating a brownfield project. The company already runs a job site with a wealth of usage data. And they can work with existing users to validate the idea of adding a chat feature. But let’s assume that’s not your situation. Instead, imagine your company is a startup. And you want to create a brand-new hiring app built as an AI-based chat platform. You’ll be creating the solution from the ground up. Since there are no other chat apps on the market that connects job seekers and hiring managers—you have a true greenfield project. How the heck are you going to pull this off? Here are a few thoughts. 1. Prepare to spend months on research. Because you are starting literally from scratch with this idea, your team will need to front-load your research work. With no competitive chat-based hiring apps to investigate, you’ll need to get creative. Your research might involve activities such as: Talking with representatives of each of the app’s personas: job seekers, recruiters, company founders, department leaders, and HR managers. Learning from these key personas about their current hiring processes. Find out what tools these people use today. Understand how those tools help and where they fall short. Know where these personas struggle in the process, and what solutions they wish they had. The more information you gather, the better. Validating your idea with your key personas. Note: Market validation is more than your focus group liking the idea of an AI-based chat app for hiring. They also need to confirm that they would be willing to pay to use it. Investigating other business areas to discover if any of these areas have successfully improved their processes by using messaging. The investigation could give your team a sense of the workflow improvements that your app can offer the industry. Researching the existing online job sites and other digital tools used to connect candidates and recruiters. Here, you’ll want to learn whether these platforms use messaging in any way. If so, need to find out how people use these tools and how they affect the hiring process. 2. Start educating your market on the problem. Let’s say you’ve confirmed with your personas that there’s a market out there for your app. You’re confident you’ve hit on an ingenious idea that’s going to cause an earthquake in the recruiting industry. That’s great. You’ll need to maintain that enthusiasm and share it across your company. But you also need to remember that nobody cares outside the walls of your organization. Nobody knows your product is on the way. And because the market has never introduced such an app to them, your personas don’t feel like they’re missing anything. Education is a critical component of thought leadership. Because you are building this app from scratch, you can anticipate a longer timeframe for the initial development. Your product and marketing teams can use this time wisely to create content discussing the problems your personas face today. Start a public conversation about the many drawbacks Again, you’ll be facing a similar challenge here in terms of being able to show direct data. You can’t demonstrate that chat-based recruiting tools speed hiring time by XX days. Or that it reduces the number of interviews required to fill a job by XX%. That data doesn’t exist yet. But you can plant the seed in your future customers’ minds about the inefficiencies they’re living with today. You can base your claim on the existing apps available to customers. For example, you might be able to find data showing: Most hiring managers and job seekers feel unsatisfied with the traditional job interview format. Both sides wish they could engage the other using less formal communication. The average time to hire using traditional online job sites is XX days. It is XX% longer than recruiters would prefer. The average number of interviews per hire is X, which is XX% more than recruiters would prefer. HR managers say that the hiring process consumes XX% of a typical hiring manager’s time. 3. Share the vision with your company, and evangelize the heck out of it. Your coworkers won’t know why your product team is bouncing off the walls with enthusiasm, either. So you’ll need to persuade them to start bouncing too. You will need to spread your enthusiasm across the company—and you need to start right away. For example, you’ll want to: Make sure your engineering team understands the app’s objectives, use cases, and value proposition. Engineering is a true strategic partner as they build from scratch. Product and Engineering can work side by side on all coding decisions. The more your engineers can envision the power of this product, the better decisions they will make. Walk your marketing and sales teams through your strategic vision for the app. At this greenfield stage, your plans and ideas are all abstractions. You need to help your marketing team understand the value proposition and market opportunity. Without that information, marketing can’t do its best work. Make your evangelism an ongoing project. Remember, bringing your greenfield project to market will take many months. Therefore, you need to keep the momentum and enthusiasm levels high for as much of that period as you can. You must encourage ongoing communication. You need to regularly check in with each team. And most importantly, you need to share all insights that show this new app will be awesome. hbspt.cta.load(3434168, '9252db78-e0f2-4f64-b933-416e291c2422', {"useNewLoader":"true","region":"na1"});

TL;DR LIKE.TG integrations help your team extend the value of your roadmapping app. The integrations help you automate the flow of data across your most essential product management tools. This post will show you what some of our key integrations can do for your company. Your Roadmap Doesn’t Exist in a Vacuum. We built the LIKE.TG roadmapping app to simplify product management. Historically, most product managers—including our founding team—were stuck building and updating their roadmaps in spreadsheets and presentation files. We wanted to give product professionals an easy-to-use web platform to let them build and share visually compelling roadmaps. Customers can easily update those roadmaps with drag-and-drop ease. But product roadmaps don’t exist in a vacuum. The information on a roadmap is interconnected with data in other apps used by stakeholders across the company. If your roadmap app does not connect with these tools, your product team could perform a lot of manual re-work and app hopping. For example: As your development team closes out user stories in Jira, you might need to update the status of your roadmap’s initiatives manually. When your product team wants to add backlog items to your Roadmap, you might need to re-enter those items from your original backlog source manually. If you want to walk your stakeholders through your Roadmap but can’t get them all together, you might need to explain your Roadmap over and over as each stakeholder becomes available. If you want to keep up with the progress of roadmap initiatives, you might need to review these details in your development team’s task management app. When you make changes to your Roadmap, you might need to send out the update notifications to stakeholders manually. Soon after we released the LIKE.TG app, we went to work building integrations to connect our customers’ roadmaps with the apps and data sources their stakeholders use every day.Download the Essential Feature Kickoff Book ➜ hbspt.cta.load(3434168, '28f87cb3-284f-41bb-aa69-525372e559e0', {"useNewLoader":"true","region":"na1"}); Add Value to Your Roadmap with the Right Integrations Let’s look at how a few of the many LIKE.TG integrations can help streamline your workflows, improve alignment across teams, and help everyone in your company make better product decisions. The LIKE.TG Jira integration: sync the development team’s progress to your product roadmap. After you’ve communicated the strategic plan for your product, your development team will break those projects into discrete tasks. They will likely assign and track those tasks in another software development tool, such as Jira. With the LIKE.TG Jira integration, you can 2-way sync fields between Jira and your roadmap so updates to your projects in one tool are reflected automatically in the other (and vice versa). The dev team breaks up an epic into five separate user stories in Jira and assigns an equal number of points to each story. You can associate all five stories with the relevant epic in your Roadmap. And as the developers mark each task complete in Jira, your Roadmap will update the “percent complete” field to reflect the good news. When you click into the epic in your Roadmap, you will see the status of each user story in Jira—either complete or in progress. Key benefit You can save time and stay better informed by monitoring the progress of both your dev team’s tasks and your strategic projects—all without leaving your LIKE.TG app. You can also use your bar’s percent complete feature to show the overall status of the epic based on the total story points the dev team has marked complete in Jira. Note: We also offer an Azure DevOps integration if that’s your jam. The LIKE.TG Confluence integration: make it easy for your stakeholders to stay up-to-date on your product strategy. The LIKE.TG Confluence integration is an example of how our integrations can help you keep stakeholders across your company better informed about your product strategy and progress. This integration lets you embed a live version of your LIKE.TG Roadmap into the Confluence workspace your developers, marketing department, or other teams use to get their work done. Your developers or marketing team spend most of their time collaborating and working in their Confluence wiki. Perhaps they won’t want to log into your Roadmap each time they need to view the latest version or remind themselves about the objective behind an epic or theme. With this integration, they won’t have to. You can create a page in Confluence for these teams to view the current version of your Roadmap without having to leave their favorite workspace or even log into ProductPlan. Your stakeholders can also interact with the Roadmap from their Confluence environment—including adding a comment or question for you. Key benefit You can make it easier for stakeholders to check in on your product roadmap, which will increase the chances they refer to it when needed. The result will be that your cross-functional team stays aligned and up to date on your product’s strategy. Oh, and one more big benefit: Implementing integrations like this, which make life easier for stakeholders across your company, will also help you build a sense of trust, respect, and teamwork among those stakeholders. The LIKE.TG Slack integration: automatically send notifications to stakeholders whenever your roadmap changes With a simple web link, you can invite stakeholders to view the latest version of your product roadmap anytime. But the LIKE.TG Slack integration makes it even easier to keep your stakeholders up to date. With the apps linked, you can program LIKE.TG to send an automated notice to the relevant Slack channel when someone updates your Roadmap. Imagine you have a Slack channel of stakeholders contributing to your product launch: people from the product team, dev, sales, marketing, customer success, and an executive sponsor. Anytime you add an item to a container, change the timeline of an initiative, or make other updates to the Roadmap, LIKE.TG will send a message through that Slack channel. Also, if a stakeholder adds a comment or question on the Roadmap, LIKE.TG will send that exchange to the Slack channel. Key benefit By automatically pushing roadmap-update notices through Slack, you accomplish two objectives. First, you increase the chances of stakeholders seeing a notification they need to know about because you won’t be relying on them checking in with the Roadmap. Second, you eliminate a lot of work for your team, sending out update alerts manually anytime something changes on the Roadmap. Nor are these the only ways this LIKE.TG integration can improve team alignment around your Roadmap. Check out our recent article to discover more ideas for communicating your Roadmap with Slack. Note: We also offer a Microsoft Teams integration if that’s your jam. LIKE.TG Integrations… Thousands of Them We wanted to make sure LIKE.TG integrates with any of the roadmap-adjacent apps and data sources your team uses. That includes tools for task management, DevOps, spreadsheets, team collaboration, analytics, marketing automation, customer relationship management, team chat, etc. So, in addition to the many native integrations we’ve built, LIKE.TG also integrates with Zapier. This integration makes it easy for you to connect your Roadmap to any of the 3,000+ apps in the Zapier library. Want to integrate your Roadmap with Salesforce, Google Docs, Asana, Zendesk, Dropbox, GitLab, etc.? No problem. Just turn on your LIKE.TG Zapier integration—and start extending the value of your Roadmap across your company. hbspt.cta.load(3434168, '68f4841e-0e88-4b86-9ddc-7e644a82dc92', {"useNewLoader":"true","region":"na1"});

The amount of money invested in “Transformation Programs” is staggering. In the past 20 years, we have seen Digital and Agile Transformation Programs grow and swell to $1.3 trillion dollars in 2020 alone. According to the HBR, 70% of that spend is wasted. Many companies miss a key component in their Transformation Program. How will a Product-Led Transformation be Different? You only have to whisper the word “transformation” and the next thing you’ll see is people scurrying away. It’s a word that isn’t commonly favoured by the Product community because Transformation Programs rarely allow Product Teams to autonomously decide how they’ll achieve their mission. The term “transformation theatre” reflects how new practices are perceived after a Transformation Program. Organisations arbitrarily issue new role titles such as Product Owner, Agile coaches are bussed in, and teams are organised in “squads”. This seems to be the extent of some Transformation Programs from a Product Manager’s perspective. Rarely, do we hear of Product Teams given the space and time to conduct Problem and Solution discovery properly. Instead, Product Teams are normally given features to develop, not outcomes to achieve. But, Transformation Programs incur significant costs. There are various sources which suggests that the spend on Transformation Programs are astronomical. Some of which are; Harvard Business Review states, $1.3 trillion that was spent on Digital Transformation last year (2018) Digital Transformation is not about the Technology According to CIO magazine, Global spending on digital transformation technologies and services was $1.3 trillion in 2020. What is digital transformation? A necessary disruption And Barry O’Reilly argues that, By 2023, an estimated $7 trillion will be spent on these initiatives annually. The Metrics Of Digital Transformation: Small Steps to Outcome-Based Innovation According to the HBR, 70% of that spend is wasted. Digital Transformation Is Not About Technology As you can see, the amount of money invested in Transformation Programs is staggering. Unfortunately, Product People are normally the overlooked recipients of Transformation Programs rather than actively involved change leaders. As Product People, we should not only deeply care about the dollars spent on Transformation Programs but we should find ways to participate and lead the program. These programs affect our practice directly. They affect our ability to do our jobs. Sadly, they can also badly affect our ability to meet our promises to our customers. Transformation is such an important, emerging topic in the global Product community that we are focusing on it at LTP Digital 2021 | APAC. The burning questions that we want to consider at the conference, and afterwards, are: How can Product People participate in company-wide Transformation programs, and extract more value from these initiatives? How can Product People design and initiate Product-Led Transformation programs that enable their organisation to continuously discover, design and deliver products to the right market at the right time? What is Transformation? Transformation is about embracing a new way of operating – an alternate way of living – for organisations and the people in the organisation. According to Innosight, “What businesses are doing here is fundamentally changing in form or substance. A piece, if not the essence, of the old remains, but what emerges is clearly different in material ways. It is a liquid becoming a gas. Lead turning into gold. A caterpillar becoming a butterfly.” The Transformation 20: The Top Global Companies Leading Strategic Transformations A lot has been written specifically about Digital Transformation as, “The integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It’s also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.” What is digital transformation? Digital Transformations challenge current operating models and architecture, allowing organisations to be more adaptable to market fluctuations. It means the introduction of: Agile SDLC Practices Continuous Delivery Simplified Governance Model Continuous Funding Approach Team Performance Management Indicators New Roles Career Paths Integrated Digital Technology Innovative Products What Do We Mean by Product-Led? “Product-Led” means aligning all your business activities around modern Product Management practices, by: Continuously identifying markets and customers with unsolved problems, Acquiring and or developing a feasible and sustainable solution to solve these problems, Exchanging measurable value by delivering a timely, desirable and intuitive solution to the market. “Product-Led Transformation” means re-focusing your business on the fundamentals of real value creation, while embracing the benefits of the faster engines that digital and Agile practices have delivered. Product-Led Transformation is more holistic than other transformations, because it begins with the customer. The outcome of a Product-Led Transformation is an organisation that is aligned first and foremost towards discovering and quantifying customer problems before designing solutions. It is about changing established mindsets and practices to ensure that organisations stops throwing random features into their product mix, and hoping that somehow the good will emerge. Why Should We Care? Product-Led Transformation creates an environment for companies to build more successful products. The evidence resoundingly shows that “Product-Led companies yield better financial results.” “These companies perform better than other companies including those organizations built for the Sales Marketing-Led era. Today there are 21 large public companies with a Product-Led model. These companies have a combined market capitalization of $208B and are performing better post-IPO. Exemplary Product-Led organizations are Zoom, Datadog, Slack, Fastly, Pagerduty, Elastic, Surveymonkey, Pluralsight, Smartsheet, Docusign, Dropbox, Twilio, Atlassian, Shopify, New Relic, Hubspot, and others.” What is Product-Led Growth? How to Build a Software Company in the End User Era Being Product-Led also means using Product-Led growth techniques which reduce the reliance on sales and marketing to drive growth. The product itself is designed to motivate customers to subscribe to the product. The Difference Between Digital Transformation and Product-Led Transformation One of the key differences between a Digital Transformation and a Product-Led Transformation is that Product-Led Transformation focuses on introducing: Better, more holistic Product Management practices, and More strategic, effective Product Management roles. What often happens after the implementation of a Digital Transformation program is that leaders continue to frame their plans as a series of features, instead of ‘problem’ or ‘outcome-driven’ plans. This leads to two commonly seen challenges: The organisation succeeds in feature delivery, but not necessarily customer-value delivery. They become good at ‘building the thing’, but are not asking ‘is this the right thing to build?’ Teams are so focused on delivering features that they become mere order-takers, who are not entrusted to focus on tackling the real problems, and delivering the right solutions. This is not to argue that Digital Transformations aren’t valuable. In principle, they are worthwhile. But often these programs run for far too long, and at the same time don’t go far enough. The intent of Digital Transformation is to improve the organisation. In practice, however, the Programs do not allow the right teams to participate, and to provide their insights as to the best ways to deliver value to the organisation, as well as to customers. Product-Led Transformation builds on the Digital Transformation mindset but provides additional capacity and tools to convince an organisation’s leaders to let go of dictating what gets built. Product-Led Transformation teams do not start by focusing on delivering features. They start by focusing on solving problems, which ultimately delivers more genuine customer and business value. Another key difference between Product-Led and Digital Transformation is the approach to change. The Product-Led Transformation approach is a “minimal viable digital change program, delivered by a semi-autonomous Lean and Agile product innovation team.” It is Time to Stop the Waste Seriously, stop wasting billions on Transformation projects. Instead, apply smaller incremental changes in the organisation, to test and learn if these changes make a positive difference. Consider learning more about The 7Ts of Product-Led Transformation. Want to improve your company’s chances of Transformation success by learning how others transformed their companies and teams using Product-Led techniques? The evidence shows that Product-Led organisations yield better financial results. LTP DIGITAL 2022 | USA is a one-day conference that is all about how to become one of those organisations.

There’s a concept in business called the trust communication curve. It states that the more trust between people or teams, the less one-on-one communication they’ll need to align on goals. If you graphed that curve, it would look like this. The product trust communication curve follows the same logic. As trust increases, product managers can rely more on communicating information. They can even refer people to the roadmap, rather than repeating twice. And according to the data we’ve collected, product managers want that ability. In LIKE.TG’s 2022 State of Product Management Report, we uncovered interesting data points on this topic. First, most product professionals (62%) share product information with internal stakeholders by hosting live meetings. That is more than 5x the number who said they refer people to the product roadmap and ask them to review it themselves (11%). But when we asked how they would prefer to communicate this information, our survey respondents voted strongly in favor of asking stakeholders to review the product roadmap. As you can see from the response percentages here, many product professionals (45%) would be happy to host a meeting with stakeholders. They don’t mind communicating product strategy, plans, or other details to everyone. But they don’t want to repeat answers to the same people asking the same questions repeatedly. Download the stakeholder analysis guide ➜ hbspt.cta.load(3434168, '3eb23c05-aee3-46a4-9662-df983ee6cc53', {"useNewLoader":"true","region":"na1"}); Why It’s Valuable to Understand the Product Trust Communication Curve The sooner you establish trust across your company, you can reduce your time repeating yourself to stakeholders. The more they trust the product team, the more your stakeholders will feel confident finding the answers to their questions. In other words, boosting trust with stakeholders is a great way to save your product team a lot of time. In the next part of this post, I’ll offer suggestions for improving your product trust communication curve. What Improves Trust Between Product Managers and Stakeholders? Unfortunately, the first factor that increases trust is one you can’t manipulate: time. I’ve worked with hundreds of product professionals in my career. I have also had the chance to work closely with customers. In my experience, I have found that more seasoned product people tend to trust their processes more. They and they also enjoy more trust from their colleagues. Both factors enable senior product professionals to communicate information once, and they can refer stakeholders to the roadmap instead of answering the same question twice. Some of the trust you’ll earn as a product manager comes only with time and experience. But the good news is that there are things you can do today to improve your company’s product trust communication curve. Yes, even if you’re a newbie to product management. 4 Tips to Improve the Product Trust Communication Curve at Your Company 1. Invest in relationship building. One key to building trust is to build familiarity. Your developers can’t trust you if they don’t know you. Time spent together—even just chatting in the lunchroom or exchanging fun GIFs over your chat app—can go a long way to establishing that level of comfort that leads to trust. Also, the more time you spend talking with stakeholders across the company, the more you can develop a common language to ensure everyone aligns around product strategy, goals, and vision. Every department has a unique shorthand, and your role as a product manager includes uniting all stakeholders around a shared language. 2. Keep your roadmap accurate and up to date. Trust goes both ways. Suppose you want to feel confident that your stakeholders will always be able to find the details of your latest strategy, timelines, and priorities. In that case, you’d better make sure that the roadmap is always current. If your stakeholders trust you—but they don’t trust the roadmap will always be up to date—you can expect them to come to you with their questions every time. And that’s one more reason to use native roadmap software. When your roadmap lives on multiple stakeholders’ computers as static files (XYroadmap-v3-new-FINAL-updated-v2.xlsx), someone could quickly be working from an outdated version. But if you have a purpose-built roadmap app, you’ll have one version—online, to which you can easily invite stakeholders—and updating it will be as simple as drag and drop. 3. Present your product information consistently The details on your product roadmaps will change over time, and you’ll include different information from one roadmap to another. But to build trust, you’ll want to create as consistent a process as you can to present that information each time. For example, if you add an epic or feature to the roadmap, you’ll want to explain how it supports the strategy. That process builds trust because it helps you show stakeholders the strategy behind your decisions. But here’s the key: Include that strategic reasoning every time you add an epic or feature. Using purpose-built roadmap software, you can drop a strategic statement just below the epic in the same bar. What’s important is that your stakeholders learn to find that strategy in the same place each time they see a new initiative added to the roadmap. To the degree your stakeholders have a consistent and predictable experience reviewing your product roadmap, it will enhance their trust in the process—and in you—and make them more self-sufficient. And remember: the more your internal stakeholders become more self-sufficient at staying current on your product strategy, goals, and responsibilities, the less time you and your team will have to explain—and repeat those details. Download From Product Manager to Product Leader➜ hbspt.cta.load(3434168, '0d4b3291-d656-408e-a01c-f54629389934', {"useNewLoader":"true","region":"na1"});

At LIKE.TG, we are revolutionizing how a company delivers products to market by elevating product organizations to the heart of strategy and execution. This vision holds true with our own organization as well. It is a very meta experience to build the LIKE.TG platform as a go-to central hub for everything product management-related. As we help our customers overcome challenges, we’re using the same product we deliver to customers to overcome our own challenges. It’s a win-win situation! This year, we focus on the major priorities that help us achieve our vision while maintaining an easy-to-use, delightful, and flexible user experience. Through this effort, we created a very exciting and strategic annual roadmap. With so many impactful initiatives planned out for the year, we knew it was important to communicate with our customers and keep them updated on our product strategy. And what better way to do that than a customer-facing roadmap? Why we built a customer-facing roadmap Our customers are one of the major driving forces behind what we decide to build. Their thoughts and feedback are an incredible source of information for our product team. In fact, customer interviews play a key role in what gets prioritized and put on our roadmap. The purpose of our customer-facing roadmap is to communicate the vision of LIKE.TG and, at a high level, show the steps we’re taking in 2022 to realize our vision. And by creating a customer-facing roadmap, we can address common questions from our customers like: What is LIKE.TG working on right now? What new features and updates are coming next? And most importantly, why is LIKE.TG doing what they are doing? Through this exercise, we have uncovered helpful best practices and tips for creating your own customer-facing roadmap. Keep reading to learn more! How we built our customer-facing roadmap When we began building our customer-facing roadmap, we thought about a frequently referenced metaphor for prioritization: In this metaphor, you have a jar, rocks, pebbles, and sand. The goal is to fit the most important items into the jar. However, if you start with the sand and pebbles (the less important stuff), you quickly run out of room for the rocks. Instead, you start with the rocks, then the pebbles, and finally the sand. In that order, everything perfectly fits into the jar. The rocks leave gaps that the pebbles can fill, and the remaining gaps fill with sand. So how does this translate to building a customer-facing roadmap? We started with the rocks—these are the major items that we’re tackling to achieve our vision for the year. These are the product features that will have the greatest impact on our customers and therefore need to be on the customer-facing roadmap. The smaller items (the pebbles and sand) typically don’t impact our entire customer base, and we don’t necessarily plan our development sprints around them. We can get more done when we properly prioritize these items according to importance. The roadmap is designed to be dynamic and evolves over time. This can play out in a multitude of ways, but a great example is when we refined our filter functionality based on customer feedback. Thanks to the flexibility of our roadmap, we were able to accommodate this update. Organizing major items on the roadmap Once we decided on our “rocks” or major initiatives we planned for the year, our next focus was organizing this information into a roadmap that would make the most sense for our customers. We organized four categories into columns from left to right on the roadmap to give our customers an insight into our plans. The four columns are: Recently released. The containers and bars in this column help our customers understand what problems we’ve recently solved. Now. Bars and containers in this column are problems we’ve committed to solving and are actively being built. Next. We’re currently researching bars and containers in this column and plan to build solutions for these problems next. Future. Bars and containers featured in this column represent items we recognize as an opportunity to invest in research but have not committed to building yet. The information here gives our customers insight into what we are thinking about long-term. Below, is a mockup of what this kind of customer-facing roadmap can look like. We also break down our product vision using bars, containers, and lanes: The Legend represents how we will execute our vision for the year. So everything featured in the customer-facing roadmap lines up to specific items in the legend. Lanes represent areas of investment. These areas are how we spend our time and help us ensure we can organize our resources towards our specific goals throughout the year. Containers organize bars and provide additional context. Bars feature details about specific features that contribute to the overall objective. Our roadmap does not include everything we have planned for the year. It would be way too overwhelming if that were the case. So the smaller items, our pebbles and sand, don’t make it on the roadmap because they are lower priorities. Instead, we include them in our regularly scheduled release notes. Take a look at the mock-up below to see how changes and updates to the container and bar details can be communicated in the Highlights section. It’s important to note that we restart the roadmap each year, so we focus on the specific vision and goals that we set for that year. How we share our roadmap Our roadmap is a tool for starting a conversation with our customers. It is also an opportunity to learn more from our customers. Their feedback from conversations where we share the customer-facing roadmap helps us inform and refine our plan. Our customer success team is trained on the ins and outs of our customer-facing roadmap so that we can have these important conversations at scale. With this training, our customer success team can speak confidently to the problems we are solving, they provide the product team with more insightful customer feedback, and it is a great way to develop deeper relationships with our customers. As an added bonus, our roadmap also serves as a great training tool for our customers so they can build their own customer-facing roadmaps. Looking to the future We’re so excited about all of the major enhancements and updates planned for the year. Additionally, we’re looking forward to continuing our work with our customers to achieve our vision of revolutionizing product management.

Lessons from a Product Launch: Rivian Ask any product manager, and they will tell you that product launches are equal parts daunting and exciting. “Go, go, go” is the mantra, as all team members kick into high gear to get the first minimum viable product (MVP) out into the world. Launching a product should be an exciting time for product managers and key stakeholders. However, it is often a daunting task because there are a lot of moving parts throughout the launch process. It includes running customer validation interviews and developing team sprints, communicating updates with internal stakeholders. And so much more! It’s a lot to manage, both at a macro and a micro-level. Pretty daunting, right? A successful product launch provides a sense of accomplishment and excitement, despite how chaotic it first appears. That’s the situation Zack Suhadolnik, a Senior Product Designer, found himself in at Rivian—an American electric vehicle automaker and automotive technology company. “It was pretty chaotic; I’d say,” he mused. It is completely understandable, considering Rivian was simultaneously going to market with the first-ever EV truck, gearing up for their IPO, and grounding its new brand. Zack was gracious enough to sit down with us to share his first-hand experience with Rivian’s R1T electric truck launch. We came away from the discussion with some fundamental principles that can benefit any product person managing their own respective launches. View Chaos as an Opportunity Chaos—it’s a state of being that evokes images of complete disarray and a lack of process. It is a natural byproduct of a product launch of any size. Yet, we should view chaos as an opportunity to create order by streamlining the product launch process. “I personally thrive in the chaos [of a launch]. It’s really easy for me to pump something out fast, and I get inspired when we’re just like, ‘All right, we gotta stand this up as soon as possible.’ It sparks creativity for me.” During launches, Zack noted that things need to get done and get done fast. The need for speed sparks and generates inspiration that would not exist otherwise. “Creativity comes out of those less structured chaotic projects. For designers, the beginning of a project is where it’s the most fun. As soon as a project starts to get very organized and you’re starting to implement things is when I think creativity drops off.” When Zack joined the team at Rivian, there were some initial structures in place for his team, but also room for creativity. This unique freedom—given to everyone in the organization—was a boon to a designer like him. “If you look at a lot of other automotive industry companies, their design is all very similar, very templatized. It is clean, and it probably converts really well, but it lacks character and any sort of voice that’s different.” hbspt.cta.load(3434168, '8e19b48f-8595-47ff-ab25-1211bd3d6159', {"useNewLoader":"true","region":"na1"}); Stay Open, Come Together Complete freedom and collaboration did not just happen organically at Rivian. It’s their core principle, embodied in the mission statement, “Stay open, come together.” At all levels of the company, there is a shared vulnerability that encourages employees to reiterate on ideas to make them better. Coworkers have a pride-driven “fight” instinct to redo initial versions of products. The company firmly believes everyone should have pride in their work. While collaboration is encouraged at every company, during Rivian’s launch, they took it a step further. Zack references the “storming” phase of Tuchman’s stages of group development to describe research and ideation at Rivian. During this phase, leadership and individual teams leverage as many creatives as possible to solve a problem, produce the best ideas, and prioritize the right items. “It’s really hard for some people to accept this strategy, and I think it takes a certain personality type to thrive in that sort of ambiguity and uncertainty. But you get to make sure that everything’s on the table, and then you can start to narrow in on what’s feeling right.” Zack admits that this is a unique approach to Rivian, not in execution but the executive buy-in. They allow teams to bring in people early and often at the beginning of ideation and even intentionally cross-pollinate teams on the creative side. As a result, the process allows each team a broader view of their options and opportunities and keeps fresh perspectives at the forefront of their projects. Collaboration Doesn’t End with the Launch What happens after the product gets launched? At Rivian, they pump the brakes. Then, each team carefully works in a cross-functional way to smooth out any leftover rough edges from the launch. “For me personally, it’s been a very new way of working. I’ve always been so used to just owning everything. So to be vulnerable and open up has been hard, but I think it really leads to better design in the long run.” Groups that got siloed came together to foster further collaboration. Their goal is to move forward and align on what worked and what did not retroactively. 3 Key Takeaways from Rivian’s Product Launch Experience Rivian’s product launch has several key takeaways from a product perspective: 1. Embrace the chaos of the launch, and use it to your team’s advantage. Tap into that mix of creativity and independence to get a bird’s eye view of the problem at hand, ensuring that you have a higher chance of executing the right decision. 2. Collaborate with anyone and everyone at the early stages of a launch. Early collaboration ensures that you have good coverage on all ideas for your side of the product. Additionally, it ensures you plant the seeds of cross-functional teamwork to deal with possible siloes later in the launch. Executive buy-in can be another way to ensure the success of this collaboration. 3. Conduct a retrospective and reach out to siloed teams post-launch. The retrospective process allows your team the opportunity to align with others from a process perspective and take stock of what worked and what didn’t during the launch. No product launch will turn out perfectly, but there are important learnings to be had from each launch, even those outside of a traditional software product launch. Take these findings and apply them to your next major launch! P.S. Have a great product launch story to share? We’d love to hear it! Send a brief overview of your product launch tale to [email protected], and we’ll be in touch. hbspt.cta.load(3434168, '68f4841e-0e88-4b86-9ddc-7e644a82dc92', {"useNewLoader":"true","region":"na1"});

Information overload is a pre-existing condition these days. In our personal lives, we have endless streams of news stories and social media updates to scroll through. Our workplaces also overflow with facts, figures, and anecdotes that, in theory, empower us to make better decisions. Yet, we can only absorb so much at once. We have programmed ourselves to tune out whatever seems irrelevant. This allows us to maintain our sanity. We must balance between providing too little and too much information. Our stakeholders need just enough information to make informed decisions. And unfortunately, we’re going overboard far too often. Download the stakeholder analysis guide ➜ hbspt.cta.load(3434168, '3eb23c05-aee3-46a4-9662-df983ee6cc53', {"useNewLoader":"true","region":"na1"}); Making your case As product management professionals, our success depends on our ability to convince our stakeholders to pursue particular paths. We’ve prioritized these options based on what we’ve learned from our customers and the marketplace. From those findings, we align those insights with the business’s strategic goals. To move forward, we must make compelling and convincing cases to support these ideas. Without solid information, we can’t secure buy-in from our peers and superiors. We know hunches, emotional appeals, and personal preferences must take a backseat to data-driven decision-making and cold, hard facts. With the best of intentions, we want to give these stakeholders context. They require a full appraisal of the situation, the various dynamics, the ramifications of action or inaction. We want them to reach the same conclusion we’ve already reached. Though, we shouldn’t assume they need the same data and learnings we used to get there. At the same time, we want them to be independent thinkers. They should use their own autonomy to confidently reach conclusions they themselves believe in. This forces us to create a delicate balance, keeping the pendulum from swinging too far in either direction. Less is more when it comes to context We hear all the time that “context matters,” but there can be too much of a good thing. When we inundate stakeholders with information, a few bad things can and often do happen: They don’t see the forest for the trees. Context comes in many shapes and sizes, and it’s easy to focus on the elements you agree with or find interesting or seem problematic. When presented with an extensive buffet of contextual elements, stakeholders can miss the big picture or give certain areas disproportionate attention and weight. They get distracted by something non-essential. Shiny object syndrome can strike anywhere, and some stakeholders can easily latch onto a certain detail and zoom in when they should be zooming out. This might be because they’re desperately trying to poke a hole in your case because they’re not personally a fan or maybe they’d just rather go down a rathole than actually make a decision. Regardless of why, these tangents stretch the entire process out, make meetings take forever, and squash momentum. They mentally check out. People don’t listen when there is too much information. Humans can only take in so much at once, especially when they don’t think they’re getting enough real value or benefit. When their eyes glaze over or they pick up their phone, you know you’ve lost them. After that, they’re unable to process what they’re seeing, hearing, or reading and just go through the motions, relying on instincts and previously held beliefs rather than the new information they’re receiving. With these dangers in mind, we must instead adopt an essentialist approach to context. Understanding Your Audience and Your Objective Bearing in mind the risks of overwhelming your audience, the key to deciding what, how, and how much context to provide is working backward: Who is your audience and what do you want from them? Each stakeholder, whether they’re a busy executive, a marketeer, or a seasoned sales rep, has a unique set of priorities, interests, experience, and preferences to account for. You can use a little stakeholder analysis to figure these things out and try to see the situation from their perspective. Next, determine what it is you need from them and pre-define what constitutes success. It might be buy-in or approval for a roadmap or change request or funding, but you may also need them to actually do something new or in a different way. If you don’t know what you need your audience to do with this new information, how can you expect them to? They must know why this matters to them and impacts their job since people also don’t listen when they don’t know how to put that context to use. Choose Wisely and Select with Intent From this point forward, every portion of context you dole out should be with the sole intention of getting them closer to making that decision of instituting that change. Anything extraneous only works against you. Your product development team doesn’t need to know your buyers are price-sensitive, but your sales and marketing team do. And the executive team likely doesn’t need detailed statistics about how many people use your app on a tablet versus a smartphone, but that’s some invaluable context for the UX team. What we edit and leave out is in some ways more important than what we leave in. As we tailor what we share and how we share it based on our different internal audiences, we must strip things down to only the crucial bits of context for that particular crowd and the business need at hand. While this applies to discrete meetings, presentations, and emails, it extends all the way to the dashboards, reports, and automated updates we provide stakeholders. If we’re hitting them with too much irrelevant context on the regular, why should they start paying attention now? By creating limited, filtered views of data that actually matter for each cohort, we keep them focused on the most pertinent details. Finally, you must create accountability. You can’t just give them a market overview or a tour of personas or an update on a new technology. You must set the stage before presenting all that context by explaining what they’re supposed to do with that information and then finish up by reiterating the action items and deadlines. Tell Them with a Story One way to limit context overload is to present information as a story. But we’re not writing a novel or meandering fluff piece, this is a straight-to-the-point fact-rich account with a clear call to action. Relying on the inverted pyramid structure, the most important information is always first. Since the reader might stop at any point (not to mention an editor lopping off the end of the story for space or brevity), storytellers don’t get the luxury of tossing in colorful anecdotes and descriptions or sprinkling in interesting but non-essential asides. There’s still a narrative, but after a few paragraphs, everyone gets the gist and knows what comes next. Consider sharing your context with the same ruthless approach. What must they know to make an informed decision and what’s expected of them next? If they want more details, they can ask for them, but you need to keep it short, sweet, and simple. It might feel like you’re depriving them of immersing themselves in all you’ve learned. You may also be concerned you’re not giving a hard enough sell. But in reality, you’re giving them just enough to grant them informed autonomy, facilitating the decisions and actions the product needs without bogging them down with extraneous embellishments. With this stingy-but-sufficient approach, each stakeholder has the context they need to decide or act and you get the results you set out to achieve. Save the rest for the water cooler. hbspt.cta.load(3434168, '9252db78-e0f2-4f64-b933-416e291c2422', {"useNewLoader":"true","region":"na1"});