All related (17)
Sreenath Kizhakkedath
Uber Head of Growth Programs, Riders, UberJanuary 26
This depends on the stage of the product. If the product has a solid product-market fit, the KPIs would be around User growth, Engagement, Retention & Revenue. Its always a best practice to have shared KPIs across both roles.  With respect to responsibilities - a core product manager will continue to own the functionality of the product (capabilities, reliability etc). The growth product manager is always thinking of driving awareness, usage and engagement on the product.
Savita Kini
Director of Product Management, Speech and Video AI, Cisco
Metrics are an interesting question. This really depends on the type of product we are building that leverages ML. Since ML can be use for example in electronic records, sales workflows, computer vision type use cases or speech / audio use cases some of which I am familiar with -- we can break it down to product use itself and then algorithm/model used, how often it is used, what kind of business or customer experience metrics it provided or influenced. So the long and short answer is there is no "generic metric" -- we are still building product and features.  When it comes to the model it...
Sreenath Kizhakkedath
Uber Head of Growth Programs, Riders, Uber
Let me answer this more broadly. For any organization, it's important to have alignment across the different functions, including Product Management, Operations, Design, Engineering, and Data Science. You wanted to have a small leadership team that works very closely with shared KPI's and goals. Then the question is more around what projects to work upon to meet the KPIs. This is typically done through a lightweight prioritization framework. There are many industry standards for sprint management and prioritization. The key is to ensure there is the right leadership team with aligned priori...
Veronica Hudson
Director of Product Management, ActiveCampaign
The biggest change is the importance product plays in customer acquisition via trials and retaining customers past the 90-day onboarding period. When a product is self-serve, a PM should be paying attention to how their features drive trial conversion and the role they play in the customer onboarding process. This is often determined by identifying the drivers of PQLs (product qualified leads). So, for example, if we know customers that convert always use some combination of X, Y, and Z features within a few days of signing up for a trial, we will not only work to ensure that feature experi...
Vasanth Arunachalam
Director, Technical Program Management, Meta | Formerly Microsoft
I love this question because it flips one of the previous questions to focus more on the individual. IMO the success of a Technical Product/Program Manager largely lies in the ‘What’ and the ‘How’. What impact did they have? This individual measure of success should be tied to the business (product or platform) goals. The TPM should directly be held accountable for delivering on those goals. This is also the (relatively) easy part to measure (Eg: How many new users signed up for the app?, How much incremental revenue did the feature bring?, Did the platform ship on time?“ How did they la...
Roshni Jain
VP of Product, Eventbrite
Part of what drew me to Consumer Product and why I love it so much is that as individuals, we are all consumers. I studied Consumer Marketing and Consumer Psychology as an undergrad and I've always been fascinated by why people make the decisions they do with their time, money and attention. So, as a consumer yourself in many cases as a PM it can be easier to more deeply understand your customer, even if you are not the target user for your product. In B2B, PMs also deeply understand their users, but typically in the context of their livelihood - how your product helps them more effectivel...
D Matthew Landry
VP Product Management, Networking and Security, Cisco
 In the broadest sense, the role of the product manager doesn't change. The customer profile changes, the buying patterns change, and the routes to market change. The core PM responsibilities don't necessarily change. However, many of those customer changes have an impact on how the PM does their job. For example, enterprises often separate the end user (the person who wants to use your product), the decision maker (often someone higher in the user's reporting chain), and the economic buyer (usually in a purchasing department). These are all stakeholders, and they all deserve attention fr...