I sincerely hope 2019 was a stellar year and the prospects for 2020 are even brighter.
We end 2019 with a few simple concepts that are plenty challenging to execute. The common thread is talking about the value of existing or future products without talking about the products themselves.
Have a safe and enjoyable holiday season. We look forward to seeing you in 2020.
High Octane Product Management Blog
The Killer Product Overview: How to Nail It, Verbal or Written!
Why Problem-Based Business Requirements Are a Big Problem!
Customer Advisory Boards: Three Best Practices and the Jaw-Dropping Moments
In the Trenches FAQs
Product vs Solution - The Key Difference
Maturing the Product Management & Marketing Discipline
Seven Things You Can Do To Accelerate the Process
High Octane Product Management Blog
The Killer Product Overview: How to Nail It, Verbal or Written!
Here's the secret to a killer product overview. It's more about what someone can do with the product than it is about what the product actually does.
About 10 or 12 years ago, I was the victim of a killer product overview! I wasn't even planning to buy anything, yet I spent way more money than I ever imagined and I couldn't be happier.View the article.
Why Problem-Based Business Requirements Are a Big Problem!
All great products start with a well-defined need. But a lot of products miss the mark because they start and end with a business problem definition. When your business requirements consist of the problem statement only, it's a big problem. Here's why. View the article.
I began organizing this Product Management Executive Roundtable couple of years ago at the request of a few clients. They brought to my attention the fact that there aren't any networking forums specifically for product management VPs, SVPs and CPOs. View the article.
Maturing the Product Management & Product Marketing Discipline
Seven Things You Can Do to Accelerate the Process
Understand your target customers through the lens of their business, without the bias of your products.
Structure a product management and product marketing organization that knows the markets better than all other disciplines so they're always leading from a position of strength.
Develop business requirements that are a true representation of your target customers' business goals and priorities from the C-suite down.
Develop one portfolio strategy with supporting product releases that mirror those target customer goals and business priorities.
Use customer outcomes as the focal point for product design, development, readiness and on-boarding.
Develop value propositions that mirror those same customer business priorities (#3) so that you're marketing and selling the strategic value of existing products to grow short-term revenue.
Mobilize the customer's version of your value story across all marketing and sales channels to build higher quality pipelines and engage decision-makers.
