The term “Product-Market Fit” can be baffling for a lot of new Product Managers.
The phrase sounds great in theory, but in reality, finding product-market fit raises more questions than it answers:
Hopefully, this post will be able to answer some of the questions for you.
According to Marc Andressen: “Product/market fit means being in a good market with a product that can satisfy that market.”
It’s a temporary state where your product is solving a big enough problem with the right solution for your customers. …
When I started in the Product Manager role, I’d spent hours googling terms like: “How To Be a Great Product Manager” or “What does a Product Manager do?”.
I’d read blanket advice like: “To be a great PM, you must Communicate Vision” but how do you like… “communicate vision”?
So I spent years learning from various mentors, taking notes like a stalker, and reading every book I can on that topic.
Many years later, I’ve distilled the traits of great product managers into these five key points. …
Working with developers can be intimidating. If you don’t have a tech background, the jargon they use can go way above your head.
Early in my career, I’d hide my insecurities by writing a product spec as detailed as I can. Forcing my developers to give an estimate based on the spec. We’d miss dates and I’d burn out the team.
Now I realised that was the wrong approach.
To create world-class tech products, business and tech must be embedded together. A modern Product Manager needs to play an active role in the solution discovery process.
So how do you lead a technical discovery as a Product Manager without a technical background? …
“That’s just a feature.” — the ultimate trigger words for any Product Manager.
This piercing phrase is often an accusation that your idea is not worthy of solving a big enough problem.
This dilemma confused me for a long time and gave me a lot of imposter syndrome. Many years later, I realised this:
Feature or Product, it’s just a matter of perspective. Products are features, and features are products.
As a product manager, we work with multiple teams to define requirements for our products. A Product Spec is a communication tool we often use to get everyone on the same page.
Back in the days, we’d use a product requirement templates like a BRD (Business Requirement Document) or a PRD (Product Requirement Document) to get everyone on the same page.
However, big documents are too slow in the modern age, and it’s prone to miscommunication. Even worst, it turns your product team into a requirement gathering function — rather than a value delivery function.
As modern product managers, we need to move away from bulky product specs to using High Fidelity Prototypes + Wiki Pages to write great product requirements. …
We’ve all been there, your team spent weeks cooking up an awesome design experience for your product.
You set up a design review session to present the work to your boss, but he/she ripped it into shreds:
You walk out of the room with your designer dumbfounded, questioning your career choices in product.
But wait, don’t go polishing your resume just yet. …
So you’ve spent the past few weeks talking to customers, doing market research and you’ve touched down on a product that solves a real need.
Now what? How do you turn these sticky notes and prototypes into features for your MVP? 🤔
In this post, we’ll talk about the end to end process of turning insights into customer needs and how to map our features for your product.
Let’s go dive right into it.
Building a product strategy can be intimidating. There are so many questions to consider and every PM has their own flavour. I always freak out when I’m asked to pull together a strategy with a few days notice.
“What should I include in a product strategy?”
Don’t worry, in this post, I’ll show you end to end process to create a great product strategy, so you can influence others like a ninja.
A product strategy is a high-level plan that describes how your product intends to achieve your companies goals.
Prioritisation is tricky — it’s a constant balancing of what your business wants, what your customers expect, and what your team can realistically deliver in a short amount of time. Not easy!
But don’t worry, in this post, we’ll talk about the 3 step process to prioritising features for your MVP and how you can take your team on the product journey.
Let’s get to it…
Product managers have a unique challenge in that they own the product, yet they have no direct control over how the product is built, marketed or supported.
As a result, Product Managers need to do a lot of influencing without authority. They influence:
So how do you influence others without a direct reporting line? …