AMA: Cisco VP Product Management, Cisco Wireless, D Matthew Landry on Product Management KPI's

This is a good question that comes up frequently. The trick is: it's a false trade-off. Yes, working with large stakeholder groups creates more meetings and coordination ...

Many useful KPIs are proxies because the ultimate KPIs (like revenue) are often lagging indicators. The key is to clarify the link between a metric and the outcome. Pick ...

I often use GenAI for aggregating diverse documents and synthesizing details into concise, coherent summaries. Critical caveat: GenAI often misses nuance that domain expe...

Product management owns the what and why, defining the feature set, prioritization, and fundamental value proposition. Product marketing owns the how and to whom, specify...

In a small startup where the CEO is strongly involved, the "PM as CEO of the product" premise doesn't apply. Thus, you shouldn't typically start with revenue as the prima...

Product management owns feature adoption KPIs, period. Why build the feature if you don't care about usage? (Even if the feature is targeted a specific sub-segment, you s...

When monetization isn’t direct, you shift into “driver metrics” that link to business value: adoption rates, reliability, customer (whether internal or external) satisfac...

Revenue is the ultimate metric, but it's typically a lagging indicator and depends on many elements of the buying cycle that PM doesn't directly control. So, maybe it may...

Early on, you will be arbitraging metrics. There’s no perfect KPI when you’re breaking new ground. The smart move is to pick something rational (based on your understandi...