How can you influence the product roadmap if the product team has historically worked in silos and aren't necessarily interested / don't value PMM feedback?

This is a great question. An important thing to remember is Products should be built with a market in mind - and that's where a PMM comes in. They should be experts in the 'market' (customer, competitor, market sizing) and use this as their grounding. Here's what worked from my experience: Coming to the table with data and insights - Product teams value concrete, actionable insights so bringing data that they can't ignore helps. Use customer feedback, rep feedback, competitive analysis and adopt ...Read More

For me, it's a balance of "what's in it for you?" and "what are our shared goals?" Emphasize and give examples of how product marketing feedback aligns with their objectives, like increasing adoption, improving user satisfaction, or driving revenue. Joint KPIs per launch can help with this! And frame suggestions in terms of potential ROI, market differentiation, or customer retention. Align on strategic priorities with execs: Work with leadership to ensure PMM insights are included in discussion ...Read More

This is definitely a tough one. It can definitely be hard to break through to a product team who is either unaccustomed to the PMM role or who is just not interested in PMM feedback. But I'll start by saying hopefully PMM exists at the company in the first place because someone with influence, someone in leadership, understands and believes in the value PMM brings to the table so there's always hope that PMM can break through those silos. That said here are a few ways I would try to help product ...Read More

Your ability to influence the product roadmap will require you to think outside the box a bit. Where are the gaps you see within your organization around product roadmap? Here are some commons areas I have seen in my career Not enough familiarity with the broader tech ecosystem Not enough thought put into how to leverage analyst relations to refine the roadmap Too much over-reliance on a few existing customers. Btw - sometimes you need to educate and TELL the customers what they need. If you’re ...Read More

If the Product team has typically worked in silos, is more established, or if there are other barriers like language or geography, establishing a relationship becomes more critical. This could take different forms, such as: Weekly check-ins Adding them in the feedback loop for key new marketing materials Getting their insights on key customer conversations Sharing and discussing key competitor moves and industry developments Meeting in person when possible Building a relationship up and down the ...Read More