Product Management Stakeholders

The product manager's job is to identify the most impactful problems to solve, enable their team to build and ship solutions that delight users, learn, and iterate. Produ...

Here is the list of primary stakeholders:Customers - Software engineersLeadership - Eng leads across the companyDevEx engineering teamFocussed engineering leadership who ...

I see my role as translating between three worlds: developers (users), engineering (builders), and the business.For developer products, that translation is more technical...

Thats always a tricky one. Its important to ensure your top customers remain happy, but you still spend some bandwidth on others. The long tail can often grow into your t...

First, we should define what a product vision statement is. A product vision statement defines the product's positioning - what we tell ourselves about our product in a m...

Product is often responsible for the market and commercial success of a product capability while design is focused on designing with standards and usability. A case where...

A value I hold is that more voices early on ensures you are optimizing for a high fidelity product or result without needing to build new context or change gears because ...

Some of my favorite tangible metrics that can be shared across Product and Design:Time to value - time it takes to complete the action in product Retained users - number ...

First, recognize that while speed matters, design is a powerful growth lever. Early in my career at Slideshare, I learned to connect design decisions directly to metrics ...

Show that you value designers’ craft and input by involving them early and frequently. When I joined LinkedIn, and later worked on products at Zoom, I made it a point to ...

MVPs are really only as good as the user problem they are trying to solve. Design is a critical piece in defining that how to solve the user problem in the least friction...

The biggest struggle I have seen is providing too much detail in their update and not linking their project to larger business goals. Executive stakeholders DO care about...

There are so many great tools out there! We recently used NotebookLM to create a "podcast" style update for a product strategy. It was a lot of fun and worked well. We pr...

Here’s how my product team is structured and how it works:Team makeup: We’re about a dozen PMs. I manage the team alongside one other people manager; the rest are ICs wit...

It's my job to ensure everyone in the room understands what we're talking about. If it's not clear to them, that's on me to fix.My audience is making lots of high-stakes ...

Product managers who can become great product leaders have a keen vision of how to drive business outcomes to the next level. They can help drive revenue, accelerate thro...

A common mistake most product managers and sometimes even senior product leaders make while convincing c-suite in favor of a particular decision is bringing in tunnel vis...

Put simply, there are two things I consider vital when soliciting input from other teams on your roadmap. Firstly, go with a point of view. Don't ask for input on a large...

Product Management (PM) and Product Marketing (PMM) roles are often deeply connected, and while there is often some overlap in areas of focus, they generally require dist...

It’s a joint decision between product management and product marketing at Square. In general our PMMs tend to have more ownership here. They will lead competitive analysi...

I think "share" is the right term to use here. I've heard marketing teams claim that only they represent the voice of the customer, which is obviously not true. There are...

PMM and PM roles vary greatly across companies, but there are some common differences: PMMs are the market and competitor experts. Unless the company is very small, a PM...

I always start with roles & responsibilities. What is it that PM will be chiefly responsible for versus PMM? Starting with Pragmatic Institute's framework and agreein...

It's a 3 to 4 way alignment to help you succeed as a PMYour engineering team who helps build your product visionYour PM team who helps with shares your portfolio (This is...

I've been there. It's not easy to be the PM for a legacy product with declining value. But, it is possible to reposition yourself. It requires some hard work and strategi...

First it's critical to identify clearly who are the stakeholders, and what they need to know. Then create relationships with them and work with them differently, as they ...

Aligning to Organisation strategy and working on building great products is a key way to stay close to C-Suite.    Bring innovation to the organisation.   Take mentorsh...

Find out what the stakeholders need from you and set up a regular meeting cadence with them. It can be a lot of meetings, but setting these meetings up with clear agendas...

In all of my interactions with the C-suite, I've found a handful of consistent principals that I try to ensure I'm hitting no matter the engagement type:Listen & adap...

When senior executives disagree, you can help getting the situation unstuck by bringing in additional context, information, or factors to consider to the discussion. A fe...

Unfortunately, this is one of the sad truths that comes with management. Sooner or later you will have to let someone go. It's never easy. I'm not sure it's ever broken m...

By bringing clear plans, having a track record of driving results, and not being known as a person who asks for resources to "build an empire".  - I expanded on what a "c...

This comes down to transparency. See my later response on this topic. Make sure everyone on the exec team clearly understands the priorities, and more importantly, the no...

The lead on this question is about meetings but that is just one context for the more important part of this, what information do you need to radiate out and who needs to...

I like to think about product investments in two key areas: product blockers and value drivers.Product blockers - block a customer from even purchasing and adopting the ...

Not a framework or visual but I love to review any piece of data I can get my hands on about the customer before we meet. We also have an internal sync with the account ...

Not all companies need OPM. OPM is typically a role you see emerge when PMF has already been established, but the product is working to establish adoption within enterpri...

Obviously Atlassian products ;-) If we're trying to help our customers adopt Atlassian products at scale, of course we drink our own champagne! I spend a lot of time talk...

Outbound PMs and traditional PMs work hand-in-hand, but focus on different things:Outbound PMs serve as the key product person involved in pre-sales, escalations, and str...

A few that I would watch out for:Over-indexing on individual customer asks: Focusing too much on the most vocal or largest customers can lead to a fragmented roadmap and ...

It came as a natural transition between building features, and products and sharing what we built and its purpose with others and feeding the learnings back to the produc...

Outbound Product managers also have foundational product management skills, technical expertise, and a focus on product success like traditional Product managers. Howeve...

Outbound PMs take what we learn and feed it back into our overall portfolio and product strategy. So keep reaching out to customers, and internal team members to understa...

This particular role is not always needed but if your product is technical in nature, having this role to evangelize your product definitely helps in Adoption. Also if th...

In our product meetings, we expect Product Marketing to bring the market and customer perspective to the table. While Product Management is focused on building the right ...

There’s no universally “correct” answer to whether Product Marketing should report into Product Management or Marketing. The optimal structure often depends on the expect...

As early as possible! I pull in product marketing as soon I have a good understanding of the problem statement and its benefits to customers. Typically the artifact we'll...

It’s usually not b/c they hate each other.It’s often times a disconnect in understanding each other, or a misalignment in objective/incentive.Understand the situation, as...

We use Agile sprints to manage big projects and track deadlines for each sprint to ensure on time delivery.3 reasons in my opinion that breaks the deadline timeframe deli...

I work at Intercom where Product Managers where closely with Product Marketing Manager ('PMM'). The four main areas that our PMMs cover are: Customer and marketing insi...