All related (3)
Daniel Waas
VP Product Marketing, AppFolioApril 6
We're actually in the middle of a project like that. For major launches with large cross-functional teams, there is a point of transition when you, as you say "pivot towards a stance of execution". Some thoughts on how to prepare for that point and then make the transition. I'm putting this is sequence mentally on the fly, you be the judge of how robust or not that is ;-) 1. Get clear on the objective of the project and how it ties into the overall strategy. The why and the what. I like "Good strategy, bad strategy" as a framework 2. Get broad input from all relevant stakeholders...
Eileen Buenviaje Reyes
VP, Product and Growth Marketing, 1Password | Formerly Dropbox, SurveyMonkey, LinkedIn
The quarterly planning process is critical in order to set expectations up-front about what product marketing can and cannot tackle. Ideally as part of that process, each PMM leaves a bit of capacity unaccounted for (my goal would be 10-20%). This buffer should accommodate any last-minute emergencies, scope creep on the priority initiatives, and professional development. As a rule, I don’t encourage the habit of accommodating ad-hoc requests. It’s a slippery slope that leads directly into product marketing “peanut-buttering” and being perceived as a “ticket-taking” service organization, so...
Daniel Waas
VP Product Marketing, AppFolio
Regardless of the size of the organization, there will always be a marketing and a product leader. They are your critical partners. Even in very large organizations with a matrix structure, you will still typically have these leadership roles for each business segment. As the organization grows the founder or CEO will be further removed from day-to-day operations and you're less likely to work with them. At AppFolio we are ca. 1600 people at the moment and key stakeholders I connect frequently with are: * Product VP * Marketing VP * Sales VP * The various business segment leaders * VP...