AMA: Infoblox SVP Product Management, Cisco Wireless, D Matthew Landry on SMB Product Management

The biggest shift is in how decisions get made and how quickly.In enterprise, you're typically dealing with multi-stakeholder buying (users, decision makers, budget holde...

Product management owns the what and why: the feature set, prioritization, and fundamental value proposition. Product marketing owns the how and to whom: messaging, posit...

This is an area where the PM needs to be pragmatic about the gap between what enterprise customers require and what SMB customers need.Enterprise customers typically have...

The core PM responsibilities don't change. You're still discovering customer problems, defining the product, prioritizing development, and driving adoption. What changes ...

The impact that a product manager has depends much more on the type of product team and its role in the company than on the company's size. Even for a limited aspect of a...

In enterprise, integrations are often driven by specific customer requirements. Your customers have ecosystems of tools, and integrations can make your solution more effe...

(NB: I'm presuming "new" means early-in-career, not new to the company)There are plenty of opportunities to make mistakes. Good PMs are humble, inquisitive, try to contai...

When considering to build a feature for a big customer, my rule of thumb: don't build before they buy. If your biggest customer wants something specific, get them to put ...

This question implies a tradeoff, but in SMB, retention and acquisition are often the same work.The things that reduce churn (faster time to value, more intuitive product...