Posts Tagged ‘Product Management’

It was a pleasure to contribute to the Trusted Tech Talk roundtable discussion on stakeholder collaboration in product management. Maxwell Bond who organised it has crafted this fantastic whitepaper summarising the discussion which includes some handy tips for product managers.

Know your customers through qual and quant data, then prioritise their problems ruthlessly.

How can PMs encourage more teammates to use data?

It was a pleasure to contribute to this article on how Product Manager’s can encourage more teammates to use data. Full article can be found here.

“Working with data helps companies across the board to unlock their potential and become more productive and better at making decisions. However, making people in the team and company rely on data involves a lot of work. Product managers must often set a strategy, reinvent processes, and change organizational behavior. 

To find out how to make more people in the team use data in decision-making and daily work, we spoke to product managers from different companies and industries. Their answers provide insights about the following:

  • Which members of product teams can benefit most from using data? 
  • What are the key barriers to using data by all members of your product team? 
  • How to overcome the barriers mentioned above? 
  • What specific tactics can help to increase the adoption of data use in a product team?
  • Which tools and apps are helpful for product teams? 

Q: Which members of product teams can benefit most from using data?

Data is helpful to each and every member of the product team. Using a data-driven approach will make it easier to understand your customers, analyze metrics and anomalies, prioritize features, and be objective about decisions.

Let’s dig deeper into different roles in product teams using data:

Gavin Deadman (Lead Product Manager, Betfair at Flutter Entertainment Plc)

As product designers and developers conduct experiments to validate the impact of a product change, it will be crucial for them to first make sure they can measure success and then monitor the data as it goes live. Otherwise, it will be impossible to understand the ROI and celebrate success.

Q: What are the key barriers to using data by all members of the product team in your experience? 

Data can help improve decision-making, gain competitive advantage, and transform the way the business operates. However, achieving these benefits can sometimes be challenging.

Based on PMs’ answers, product teams face three primary challenges to make their teammates use data:

  1. Building a data culture
  2. Consolidating data from different sources and making it accessible 
  3. Providing quality of data and training in data interpretation 
Gavin Deadman (Lead Product Manager, Betfair at Flutter Entertainment Plс)

All transactional, analytical, and qual data should ideally be in one tool, making it easy to access. Also, the speed of pulling the data is important. If data takes more than 10 seconds to load after each query it discourages people from using the tools.

Q: How did you overcome the barriers mentioned above? 

As a product manager you should break silos, create a data-driven culture, and encourage members of your team to learn and provide accessible data.

Here is what the product managers we spoke to recommend: 

Gavin Deadman (Lead Product Manager, Betfair at Flutter Entertainment Plс)

It’s helpful to prioritize the need to have front-end analytical data to connect to transactional data in one system and ask for updates weekly. Mentioning the impact helps to drive action.

Q: Can you share specific tactics that helped you increase the adoption of data use in your team?

There are some practices that can help product teams overcome the barriers to using data.

Our experts had the following key recommendations:

  • Ask right questions to uncover challenges you’re facing and generate better solutions
  • Use different KPIs to track the team and the product effectiveness and review core metrics on a regular basis
  • Encourage team members to share and discuss data
  • Set tools and processes for self-service data analysis
  • Lead by example in the workplace
Gavin Deadman (Lead Product Manager, Betfair at Flutter Entertainment Plс)

One of the best things which has helped the team use data more is asking better questions to drive action. What do users think when there are multiple design options to choose from? How can we measure success? How will we measure the impact of product development work once we go live? What are our product’s strengths and weaknesses in the market? What are our top-10 customer support queries and how can we reduce them? What data do we have to inform us that the proposed solution will likely solve the problem?

Q: Which tools and apps are helpful for product teams to increase data usage in decision making? 

Special tools and apps can help product teams use data to assess their development efforts, optimize performance, remove roadblocks, and increase customer satisfaction. Such instruments provide access to different types of data, and they have a modern infrastructure, high speed data access, and other capabilities.

The PMs we spoke to recommended these tools and apps for product teams to increase data usage in decision-making:

  • Tableau
  • Databricks
  • Snowflake
  • Excel or Google Sheets
  • Firebase 
  • Looker
  • Amplitude
  • Google Data Studio
Gavin Deadman (Lead Product Manager, Betfair at Flutter Entertainment Plс)

My favorite tool is Tableau. Its data visualization options and data access speed are fantastic if architected appropriately, and it’s quite easy to load different types of data from different sources whether from the transactional DB, Google Analytics, or qual data from surveys. I also like Firebase analytics for app performance. I’ve had experience with Looker, but I’ve found Tableau to be more effective in terms of speed of querying the data, ease of using the tool, and analyzing trends in the tool itself.”

This book by Melissa Perri gives a great view on what it takes to transform a business towards achieving sustainable growth by developing, optimising, and scaling the product organisation.

“Product managers connect the dots. They take input from customer research, expert information, market research, business direction, experiment results, and data analysis. Then they sift through and analyze that information using it to create a product vision that will help to further the company and to solve customer’ needs.”

“Product ownership is just a piece of product management.”

“You need the discipline to move toward organizing for products over projects. Companies that optimize their products to achieve value are called product-led organizations.”

“Product-led companies understand that the success of their products is the primary driver of growth and value for their company.”

“Having a strong product leader in the C-Suite is a critical step to becoming product-led. Unfortunately, there are not many CPOs available on the market at the moment.”

“Whenever I start a new training or workshop, I say to product managers, “Raise your hand if you went back and iterated in the last thing you shipped.” Normally, 15-20% of the people raise their hands. My next question is, “How do you know that what you shipped was successful?” The answer here usually revolve around meeting a deadline and finishing with bug-free code.”

A recommendation for anyone with ‘product’ in their job title, and CEOs.

This is by far the most dramatic book I’ve read on customer retention, but I really enjoyed it.

Even though the book is over 20 years old, the majority of content and principles are not only still relevant when it comes to customer service and customer experience for digital products, but also when collaborating with stakeholders as the book touches on the importance of telling people who have a problem to solve that you understand how they feel, empathising, listening…

I particularly enjoyed reading about Jeffrey Gitomer’s personal stories/learning experiences and the last chapter ‘Lessons you never learned in school (are the ones you need to succeed)’ is pure gold, full of practical tips on self-development which was totally unexpected.

“Satisfied customers will shop anyplace. Loyal customers will fight before they switch – and they proactively refer people to buy from you.”

“The CEO, or owner of your company does not pay you…the customer pays you.”

“No matter how much people pay, they expect a quality product. If you’re selling price and sacrificing quality, eventually you will lose the business to someone with opposite thinking.”

“The biggest reason that positive endings don’t happen is because employees are trained in policies and rules, rather than principles.”

“If you take ownership of the problems, you take ownership of the customer. If you let them go away, someone else is sure to take care of them that day – and for days beyond.”

On schooling..”I’m recommending we supplement the stuff that makes us excellent Trivial Pursuit and Jeopardy players (Geography, Literature, History), for the information and lessons we could really use (Attitude, Goals, Responsibility).”

“If these characteristics of successful people seem so simple, how come they’re so difficult to master? Answer: your lack of personal self-discipline and a dedication to life-long learning.”

After growing up using the LeSS framework, I’ve been looking forward to learning about #SAFe in detail and comparing it to some of the myths associated with it.

Myth busters of SAFe:
1. Waterfall milestones ❌️ Products governed by self-managing mission-focused agile teams; objective measures and milestones based on working solutions, delivering early and incrementally ✔️
2. People organised in functional silos and temporary project teams ❌️ People organised in value streams/agile teams; continuous value flow ✔️
3. Overly detailed business cases based on speculative ROI ❌️ Lean business cases with MVP, business outcome hypothesis, Agile forecasting and estimating ✔️
4. Doesn’t support Lean Startup principles/innovation ❌️ SAFe Lean Startup Cycle to support high levels of uncertainty using the build-measure-learn Lean startup cycle ✔️
5. It’s not Agile ❌️ Thinking Lean and embracing agility combine to make up a new management approach with a Lean-Agile mindset which aligns with the values and principles in the Agile manifesto ✔️
6. It doesn’t have any compelling principles ❌️ SAFe is based on a set of Lean-Agile principles ✔️:

1. Take an economic view; deliver early and often
2. Apply systems thinking
3. Assume variability; preserve options
4. Build incrementally with fast, integrated learning cycles
5. Base milestones on objective evaluation of working systems
6. Visualise and limit WIP, reduce batch sizes, and manage queue lengths
7. Apply cadence; synchronise with cross-domain planning
8. Unlock the motivation of knowledge workers
9. Decentralise decision-making
10. Organise around value

Case studies show, that many enterprises – large and small – are getting extraordinary business results from adopting SAFe eg.
• 10-50% happier, more motivated employees
• 30-75% faster time-to-market

I particularly enjoyed reading about how important a continuous learning culture is to SAFe:

“In a growth mindset, people believe that their most basic abilities can be developed through dedication and hard work – brains and talent are just the starting point. This view creates a love of learning and a resilience that is essential for great accomplishment.”

“Our mindsets are the foundation for achieving success and happiness in life. With the right mindset, anything is possible.”

“Leadership is responsible for driving change proactively by ‘taking a stand’ for a better future state.”

I’d definitely recommend this book, especially for those who want to get an overview of where the Product Manager/PO split comes from.

This is the most comprehensive book I’ve read on lean product development.

The thing I loved most about this read by Dan Olsen is how the techniques he exposes are relevant across the whole product life cycle, so for a new product entering a new market or an enterprise level business improving a mature product in a competitive market, making it applicable to use some of the techniques for identifying/solving problems on existing products.

The book is focused around a framework called The Product-Market Fit Pyramid and The Lean Product Process which consists of six steps:

1. Determine your target audience
2. Identify underserved customer needs
3. Define your value proposition
4. Specify your minimum viable product (MVP) feature set
5. Create your MVP prototype
6. Test your MVP with customers

The writing style makes it easy to digest and therefore easy to run gap analysis on your current ways of working to spot any improvement areas.

A recommended read for anyone interested in customer development, lean UX, design thinking, product management, user experience design, agile development, lean startup, or analytics.

Marty Cagan, Partner at Silicon Valley Group gave a “Straight Talk on Product Ops” at the Lean Product Meetup in January followed by a fireside chat and Q&A.

Over 303 other product folk attended the live session wanting to hear from Marty about product ops.

Notes from the session:

  • So many companies define Product Ops differently
  • Some of the most toxic ones are taking off in some companies, important to raise the impacts so then it’s a conscious decision
  • “Product Ops operates differently at every company” – Product School, this statement is not that helpful, it’s different in every company, but some companies have similarities
  • We can’t even agree to decide what the common role of Product Manager is in the industry, so not surprised we’re in this situation with Product Ops
  • Like Dev Ops, Design Ops, people have thought cool we’re going to provide product managers with real tools to help Product get products into production quicker

More than 50 companies got in touch with their definition of how they use product ops:

  1. The Reincarnated PMO Model – product ops facilitate planning activities, they gatekeep all of the product requests – most damaging, not all that common
  2. The Two-in-a-Box PM Model – handles the day to day tasks involved with development – it’s like getting product executives to do the day to day tasks – 2nd most serious problem, splitting the product manager role from connecting customers, other areas of the business and engineers, last thing you want to do is cut that person in half, innovation goes right down, slicing the job in half is disempowered, more damaging than helpful
  3. The Delegated Product Leader Model – Product Ops ensures our PM’s learn the necessary skills and techniques needed to connect the dots between the activities of the various product teams – like a personal coach to the product managers, this is something the VP of product (head of product) should do 1:1 coaching from an experienced product leader
  4. The Production Operations Rebranding Model – Product Ops job starts when the product /feature launches making sure that things run smoothly, they’re helping more around customer service, more like customer success ops, not really focused on product, this definition isn’t a problem
  5. The Product Marketing Manager Rebranding Model – Product Ops covers two main activities: synthesizing ongoing customer feedback from sales, services and support (GTM strategy incl. beta and early release programs). This is due to politics if product marketing doesn’t have headcount but needs all this done. This method is a good thing and feels it is a good modern definition of Product Ops.
  6. The Force Multiplier Model – best one, really empowering product teams with Qual & Quant insights, product tools eg. roadmaping and best practices, would be better moved to this new Product ops team than buried in UX team – the problem is that companies are staffing this role definition with junior people, should be more like principle product manager level. So the structure should be:

CPO:

  • Product Management
  • Product Design
  • Product Ops – to empower product teams with Qual & Quant insights, tools and best practices

Nothing new in Product Ops from the different definitions, whilst The Force Multiplier Model isn’t new it’s well packaged and it came from Melissa from Escape the Build Trap. Solves the issue where UX have insights that no one does anything about. Puts the qual/quant insights squarely in product across all product managers – a more visible place where it has real value.

The two dangerous forces behind so many weak organizations:

  1. Scaling via Process rather than Leaders through people – SAFe is a good example of this
  2. Splitting the Product Manager Job – see 2nd definition above as an example, the product manager should focus on value and viability for the customer and not get involved in QA, design etc, there are people to handle this and the business should resource appropriately

Absolutely loved this read. In essence, Marty Cagan talks about the value of empowering product teams (several engineers, product manager, product designer) to serve customers with products that customers love, yet work for the business (by collaborating with stakeholders to come up with solutions that work). I particularly loved the fact that the majority of the book focused on coaching.

“Empowered product teams are all about giving teams hard problems to solve, and then giving them the space to solve them.”

“..this is really what I see in so many of the companies I visit. They have product teams that are more accurately feature teams, and they’re slaving away-pounding out features all day-but rarely getting closer to their desired outcomes.”

“Regardless of the reason for reviewing your topology, you should optimize for the empowerment of the teams by focusing on the dimensions of ownership, autonomy, and alignment.”

“Your highest-order contribution and responsibility as product manager is to make sure that what engineers are asked to build will be worth building. That it will deliver the necessary results.”

“Coaching is no longer a speciality; you cannot be a good manager without being a good coach.” – Bill Campbell

“Moving the product teams from the subservient feature team model to the collaborative empowered product team model begins with trust”

The majority of modern enterprise businesses now have a classic Scrum team setup (engineers and PO), but still wonder how they can respond to customer feedback quicker/more frequently, get ahead in the market, and innovate whilst protecting/growing revenue.

If you’re wondering this or generally interested in Agile, this book by Darrell Rigby is for you and will give you a very well balanced overview of what those next steps look like to unlock the benefits of Agile across the business, and introduces you to the concept of an Agile enterprise which allows bureaucracy and innovation efforts to coexist without the need for a big-bang approach.

An Agile enterprise involves creating Agile principles at every level starting from the top with an Agile leadership team, rather than just having an Agile tech team and the rest of the business bureaucratic. As a result, Agile Leadership is a big focus of the book and it dives into some starting points for principles:

– Employees learn by doing things themselves
– Trust is built over time
– Doing what only you can do makes everyone better off
– Customers are the best judges of what they want

To represent what a balanced approach could look like there’s a visual diagram showing an example of the agile enterprise operating model, which is fully customisable and “when you do it well, you create mission-inspired teams that work together across the organisation, both the run-the-business and the change-the-business elements”.

There’s plenty of inspiring success stories from Bosch, Amazon, Spotify and RBS too.

“More agile is not always better agile. There is an optimal range of agility for every business and for every activity within a business.”

“Genuine customer obsession sets a strong foundation for agility.”

View the book on Amazon here.

Enjoyed this read by Scott Belsky where he uncovers a pragmatic set of techniques to help organise, prioritise and execute actions turning high aspirational goals into reality, gives tips on collaborating with other people to help accelerate progress, and provides good insight into effective leadership and self-leadership methods.

“Genius is 1 percent inspiration and 99 percent perspiration”

“To push your ideas to fruition, you must develop the capacity to endure, and even thrive, as you traverse the project plateau.”

“Making ideas happen boils down to self-discipline and the ways in which you take action.”

“Even when the next step is unclear, the best way to figure it out is to take some incremental action. Constant motion is the key to execution.”

“Nothing will assist your ideas more than a team of people who possess real initiative.”

A practical short read on how to properly talk to customers and learn from them by Rob Fitz.

Whilst the book focuses on validating new product/business ideas, many principles Rob talks about still apply to existing products, enabling you to understand how and why customers are using the product in the way they are and how they feel about the product vs. competitors – building up qualitative data about the UX.

Even though the book was published 8 years ago, it’s still relevant and I loved how the book focuses on having an informal chat with customers about their feelings and why first, before diving into getting feedback on solutions which you’d do in future conversations – how can you satisfy customers if you don’t understand them first. Also, with remote customer interview tools now available like User Zoom, Lookback and User Testing, it makes it easier more than ever to talk to customers weekly.

The Mom Test:

1. Talk about their life (or how/why they use the product in the way they do) instead of your idea
2. Ask about specifics in the past instead of generics or opinions about the future
3. Talk less and listen more

It’s called The Mom Test because it leads to questions that even your parents can’t lie to you about.

Link here to the book on Amazon.

It’s also a great companion to Lean Customer Development by Cindy Alvarez.

Most books touch the surface of what it takes to achieve high aspirational goals, but The Messy Middle by Scott Belsky gives a comprehensive insight into what it really takes to reach them and long-term success, covering the highs and lows of the journey built on seven years’ of research.

You read in books and the news new venture kickoffs with inspiring missions and the big celebratory achievements giving a sense it’s quick and easy to reach them, whether it’s funding, IPO, market-leader status, job role…when in reality it’s not and instead takes relentless patience, grit and empathy to achieve long-term success which is the focus throughout the book.

The book is structured well keeping to around two pages on each subject, where Scott gets right to the point and focuses on modern approaches to help build and optimise your team and improve yourself.

“Milestones that are directly correlated with progress are more effective motivators than anything else.”

“The only ‘sustainable competitive advantage’ in business is self-awareness.”

“Don’t start to question your gut solely because it is different. Nothing should resonate more loudly than your own intuition. The truly differentiating factors of your project are the ones most likely to be different, misunderstood, or underestimated by everyone else.”

“Every leader needs to come up for air now and then. By temporarily disconnecting from your journey, you’re able to take perspective of all the moving parts.” – very relevant as I read this on holiday.

A fantastic read which I’d recommend to anyone struggling to progress towards their missions, looking to make sense of their experiences or generally interested in learning from Scott’s journey and wisdom.

Working smarter, not harder is the essence of this book. Dan tells tons of stories of how people have efficiently achieved their personal and professional goals by collaborating with other people and feeling comfortable about asking for help, rather than just going it alone in a silo.

People helping you with your high aspirations will also give you more freedom to relax, recover, do hobbies…which is important as Dan explains only “16 percent of creative insight happens while you’re at work. Instead, ideas generally come while you’re at home or in transit, or during recreational activity.”

Dan covers teamwork and leadership in detail talking about his winning formula of autonomy + goal/vision clarity + regular feedback = high performing teams.

“It all starts by setting a goal, a new bigger version of your own future. Then your next step is to ask, ‘Who can help me do this?'”

If you need some tips on how to reach bigger goals or you want to avoid procrastination, this is the book for you.

Written in the same novel thriller style as The Phoenix Project, Gene Kim touches on every element you need to transform a slow-moving monolithic digital setup to a more modern Agile and Lean operation which allows you to validate ideas and solve problems at speed, getting ahead in the market.

I found the original Phoenix book gripping and a fun read as I’ve not experienced a manufacturing plant environment before, but I found the Unicorn Project more predictable as I was reading it, but I guess that’s due to going through various Agile and DevOps transformations over the past few years…

…saying that, it was still a pleasure to read the heroics of Maxine, Kurt and Brent with their relentless perseverance and motivation to continually improve and learn whilst getting ideas to customers, hearing about the fruits of the impacts they were making, and the value that a dedicated and empowered team can have, through a different lens.

“A healthy software system is one that you can change at the speed you need, where people can contribute easily, without jumping through hoops.”

“Because the distance from where decisions are made and where work is performed keeps growing, the quality of our outcomes diminish.”

“It’s been true for hundreds of years and probably thousands more: employee engagement and customer satisfaction are the only things that matter. If we do that right, and manage cash effectively, every other financial target will take care of itself.” Amen!

Another fantastic book by Gene which I’d recommend for anyone experiencing significant delays in the value stream or generally interested in DevOps.

“85% of job success comes from well-developed people skills.”

“70% of team issues are caused by people skills deficiencies.”

It’s becoming increasingly more common for Product Management and therefore product managers, who are generalists, to sit at the centre of the business surrounded by specialists, making collaboration with everyone in your team and stakeholders across the business a fundamental part of the job in order to manage the product and product business effectively. How you handle these relationships will contribute significantly to the success of the product and your role as a product manager.

Human Powered by Trenton Moss will give you a better understanding of yourself, increase your empathy to help forge better relationships and provide you with the tools you need to inspire those around you, setting you and your product up for success.

Throughout the book, there are short realistic stories with characters as examples to explain situations and resolutions making them easy to digest and relate to.

They don’t teach you how to handle conflict at school, but Trenton does a great job of setting out a framework to help you resolve conflict. The book covers 5 other key areas, with a framework for each including:

1. Conflict resolution
2. Strong relationships
3. Leading and influencing
4. Facilitation
5. Storytelling
6. Outbound comms

I’d recommend this book for all product directors and product managers/owners.

EQ is the new IQ!

You can order the book here: https://www.amazon.co.uk/dp/1781336067/ref=cm_sw_r_apan_glt_fabc_4ZFMT00SGSVD473E0K56

Previously ‘Product Management’ as a function has been part of the tech or marketing department and it’s still a relatively new concept to have Product Management as a separate department in an organisation.

As a result, there are many common misconceptions that the main function of Product Management and the Product Manager/Owner is to define features themselves and work with tech to deliver them, making it somewhat frustrating when marketing, insights, commercial team or any other department outside of product make a request which takes up tech effort which could have otherwise been spent on pushing your own changes.

So if this is a misconception, what is the role of Product Management in the wider organisation?

Product Management as a function/department sits in the middle of the organisation where the Product Manager is a generalist who collaborates with the specialists across the business to help manage the product business and develop the product, which includes working with:

  • Technology / DevOps and Designers/UX to learn through experimentation and reach outcomes early and often by developing the product continuously
  • Marketing to grow the product
  • Customer support to help them provide an A* customer service
  • Legal / compliance team to ensure the product is compliant
  • PMO / Project Managers to support them on cross-cutting high-value initiatives
  • Commercial / Bus Dev to take advantage of opportunities
  • Data / Insights team to gain access to qual/quant data, learn and understand how you can use data better to deliver more effective outcomes
  • The C-suite especially CEO to understand the business goals and ensure your product goals aligns with them
  • Yourself, the market and customers to analyse qual/quant data to find out what problems there could be to solve

As a Product Manager, you may feel overwhelmed by a sudden bombardment of requests coming from certain departments all of a sudden for example marketing requests, and a positive way of looking at this is that these inputs are essentially all just product ideas and part of qual/quant data analysis to help improve the product/product business which as a Product Manager you need to manage.

You may also find that you are spending the majority of tech resources on marketing requests for months, which is absolutely fine, if this is the highest priority work – the importance of growing the product business should not be underestimated.

With lots of valuable input incoming at a frequent rate, as a Product Manager, it means that you need to be organised, proactive and utilise your emotional intelligence to ensure you get the most out of everyone and that you handle situations rationally. What will help you is:

  • Accepting and believing that you are one team working together to improve the product/product business
  • Having a tidy data-driven prioritised product backlog which anyone can access
    • This will make it easier to say why someone can’t have what they want now!
  • Presenting your product roadmap, successes and what’s up next to key stakeholders on a regular heartbeat, but also ensuring that stakeholders have access to real-time updates of the product roadmap. Aha.io is a great tool for this
  • Know your customers, market, product strategy, backlog and data, so you can be assertive and lean into tense situations – Managing Product = Managing Tension is a great book to help give you confidence to lean into tension

A Product Manager is accountable for the success of their product and therefore also needs to manage the product business, not just develop a product.

Steven Haines is a globally recognised expert in Product Management who has done incredible work professionalising Product Management. I’d recommend reading the below books of his:

As Haines says “The system of product management touches and influences all the organic supporting structures-all the business functions. Think of the human body; product management is in the circulatory system, the neural network, and, of course, the command and control center (the brain).”

Excited to have received an early copy of Human Powered by Trenton Moss.

Psychology and Product Management are my favourite subjects, so I’m really looking forward to reading this book which combines them both.

Product managers are generalists and require support across the business from specialists in every area making EI skills important to have when working in Product Management. Demand for high EI skills will grow significantly over the next decade, especially as it becomes even more common for businesses to put Product Management at the heart of their organisation, so it’s great to see books like this addressing the skills gap.

Review of the book to follow over the next 2-3 weeks!

More info on the book: https://www.amazon.co.uk/dp/1781336067/ref=cm_sw_r_apan_glt_fabc_E7C7NMM41NDZDYYX3FCG

If you’re an empowered Product Manager / Product Owner who has the authority to shape the strategy of your product and need insight into effective product strategy/roadmap practices and frameworks, this book by Roman Pichler is for you.

The book is well balanced giving you guidance on when and when not to use particular practices, for example when a product is yet to be validated in the market and therefore has not reached product-market fit, you shouldn’t spend your time making up a roadmap when you should be spending time experimenting and talking to target customers.

However when you’re scaling or have a mature product then product roadmaps would have many benefits which are explained well and are very accurate, such as collaboration, alignment and generally showing how you plan to progress towards your product vision.

I particularly liked The Strategy Canvas which looks like a great tool for competitor gap analysis.

The practices and frameworks are explained in enough detail that even if you’re not empowered to shape the strategy of your product, you could still find this book beneficial by understanding the tools and proactively having a stab at using them for your product.

Pichler leaves no stone unturned as he covers every aspect of product strategy from idea to execution, which ultimately enables product management functions to operate effectively.