A product team is a cross-functional group whose members work together to achieve product success. Most people would agree that the person in charge of the product, a UX designer, and one or more developers should be on the team. But if stakeholders should be included, is less clear. In this article, I discuss two types of product teams, core and extended ones. I explore the benefits and challenges of using a larger team that includes the key stakeholders, and I share practical tips to make this approach work.
A product team is a cross-functional group whose members work together to achieve product success. Most people would agree that the person in charge of the product, a UX designer, and one or more developers should be on the team. But if stakeholders should be included, is more contentious. In this podcast episode, I discuss two types of product teams, core and extended ones. I explore the benefits and challenges of using a larger team that includes the key stakeholders, and I share practical tips to make this approach work.
The most amazing product strategy and product roadmap are ineffective if the stakeholders don’t support them. Without their buy-in, you’ll struggle to execute the strategy and find it hard to deliver the roadmap. But it doesn’t have to be this way. This article shares my tips to help you secure strong stakeholder buy-in to strategic product decisions, align people, and achieve product success together.
The most amazing product strategy and product roadmap are ineffective if the stakeholders don’t support them. Without their buy-in, you’ll struggle to execute the strategy and find it hard to deliver the roadmap. But it doesn’t have to be this way. This podcast episode shares my tips to help you secure strong stakeholder buy-in to strategic product decisions, align people, and achieve product success together.
Outcome-based product roadmaps offer many benefits over traditional, feature-based ones including a strong focus on the value a product should create. But how can you introduce this new approach when an organisation is used to feature-based plans and stakeholders find it difficult to trust an outcome-based roadmap? To address this challenge, I introduce a four-step process in this podcast episode.
Strong product leadership is crucial to offering successful products and enabling product-led growth. Unfortunately, there is disagreement and confusion about what exactly product leadership is and who should exercise it. Is product leadership limited to someone working as a head of product? Or can—and should—others lead in product management too? In this article, I share my advice to help you effectively practise product leadership and become great at leading others.
“Great things in business are never done by one person. They’re done by a team,” Steve Jobs once said. This insight also applies to product management: As product people, we can’t achieve product success on our own . We rely on the support of others including stakeholders and development teams. This article shares my advice on fostering collaboration and forming an effective maximise the chances of offering a great product.
“Great things in business are never done by one person. They’re done by a team,” Steve Jobs once said. This insight also applies to product management: As product people, we can’t achieve product success on our own—we rely on the support of others including stakeholders and development teams. This episode shares my advice on how to foster collaboration and form an effective product team in order to maximise the chances of offering a great product.
To create value, product people, stakeholders, and development teams have to work together. But when people collaborate, things don’t always go smoothly, and problems emerge. As the person in charge of the product, you should address these issues and offer constructive feedback. That’s often easier said than done, though. Asking people to change their behaviour can be difficult, especially when you are not their boss. To help you with this challenge, I have developed a new framework, which I describe in this article.
To create value, product people, stakeholders, and development teams have to work together. But when people collaborate, things don’t always go smoothly, and problems emerge. As the person in charge of the product, you should address these issues and offer constructive feedback. That’s often easier said than done, though. Asking people to change their behaviour can be difficult, especially when you are not their boss. To help you with this challenge, I have developed a new framework, which I describe in this podcast episode.
