Atlassian

* In terms of KPI's shared between product and engineering, I would say "Effective Resource Utilization" can be missed primarily because it can be hard to track and measure across projects/teams. * "Internal team satisfaction" is another one that PM's may not include but this is an ext...more

Here is a rough process I would follow but it really varies a lot depending upon each business: * Understand Company Objectives and Goals * Have a clear Product Vision and Strategy that aligns with these goals/objectives * Create higher level OKR's that can map to KPI's * Determine the to...more

Some of the worst KPI's in my opinion are: * KPI's that cannot be measured correctly * KPI's that do not give a sense for the goal you are tracking. You can use the AARRR (Acquisition, Activation, Retention, Revenue, Referral) framework to understand the best metrics you can choose to al...more

* Congratulations to you! There are a lot of ways you can pave the path for KPI's at your company as the first hire * The KPI's should be directly based on the business outcome you plan to achieve. * Even before that though, I would highly recommend having a solid Product Vision and S...more

* Just like Shared KPI's between Engineering and Product Management, a similar shared KPI framework between Product Management and Marketing is a great way to build high quality products that bring customer delight and high ROI. This also builds camaraderie and encourages teamwork towar...more

* Shared KPI's between engineering and Product Management is a great way to build high quality, scalable products that are delivered on-time that bring customer delight. This also builds camaraderie and encourages teamwork towards a common goal. * There are different ways of achieving ...more

See my answer above on breaking into tech as a PM for one of the options. Another option, if you are a mid-to-senior career professional is to build ties with your product team internally. Product leaders need good folks all the time; I have facilitated multiple secondments of folks from other de...more

At Atlassian, we look at multiple pillars of value PMs bring to the organization: delivering outcomes (think - moving business KRs and goals), leadership (inspiring others), communication, helping others grow product craft and so on.  I really love this framework. My recommendation is to first a...more

Being patient when I would like to be impatient. Product management is deeply humbling in that good things often take time. I like to say that I am "tactically impatient, strategically patient" - as in, obsess over small details and steps every day and treat them with urgency, but know that thing...more

Two ways. First sweet spot is to pick a mid-size startup (round B or C) that is growing. They need folks all the time, and they need folks who can roll up their sleeves and do things. The roles you join in does not matter as much - if you prove yourself as a doer, you can later transition into a ...more