Product Strategy

Everywhere! Users themselves, colleagues, market research, competitors, randomly in the shower. Generally, I like to consider each idea seriously and work through a few questions to help decide if the

This is a two-part question. Let me first articulate how I like coming up with ideas for new opportunities, followed by how I like to make decisions about what to build. Hopefully, you don’t mind that

Ideas can come from many places. They include customer feedback calls, customer troubleshooting sessions, customer submitted ideas (at Splunk, we have an idea submission portal called ideas.splunk.com

Lots of balancing! Balancing effectively summarizes the job of a PM. Jokes aside... Balancing user requests v. optimal design I pay much closer attention to the user's pain (vs. the user's request).

I think of this in two ways best conveyed through a sports metaphor: learning new plays I can add to my playbook, and building reps so that I can figure out what the right play is for a given scenario

In my previous answer, re: finding the right opportunities + making decisions - I mentioned four lenses (Customer, Business, Market, and Technology) as key components of coming up with ideas and makin

Our mission as a team is to clarify & accelerate the product roadmap. For us, clarification means a couple things: Do we know what we aspire to invest in over the next quarter, half year, or FY?

Success metrics and voice of the customer. Ideally, at the time of defining a product strategy, you’ve also invested time in thinking about specific Goals that are important to measure progress agains

My top-3 favorites purely from a product perspective: Google Photos, for very delightful and practical uses of AI Huckleberry, for attempting to solve the problems of new parents in a tech-first way

What I've enjoyed about being in tech is entire industry lifecycles happen within a few years because the pace of innovation is so fast: you can identify new customer problems, build innovative soluti

We leave it to each team to figure out what helps them balance flexibility with clarity to achieve their maximum speed of execution.  We do our best to have a common language around goals, strategy &a

I generally don't believe in investing in differentiation for differentiation's sake – if the feature doesn't solve a core customer need then I'd have a hard time prioritizing it over a feature that d

Love the spirit of this question, and will broaden it a bit to "how do you balance market needs with the vision your company may have?" Prior to shifting to Product Strategy & Ops, I was hired as

If your execs are pushing your product in a different direction from your customer & market input, try to understand why that is. They may be trying to pivot the business, or they may have a visio

A product that is working well for its users will show strong user retention metrics and very positive qualitative feedback from users. If you're retaining the vast majority of your current userbase w