As product managers and product marketers our role can bring us into contact with the big technology analysts – with their magic quadrants, waves and cycles.
But are there some potential conflicts of interest?
Product managers spend nearly half their time firefighting.
But is this wrong? Well it depends on what you think product management is for.
So, is Agile better than Waterfall? Scrum better than Stage-Gate? We don’t necessarily think so.
There is no single best way of developing even though some people would like us to believe there is!
Does your sales team sell your product (in exchange for money) or do they give it away for free?
An excellent blog entry from Jock Busuttil.
How happy is your team?
Here’s a quick checklist of things that you can do to help check that your team is happy and performing at their best.
Is it you?
Should you be judged on the success of your product?
Well the easy answer would be yes however I think back to my early years in product management and think is it really that easy…
Business cases are a complete waste of time. You know that the numbers will be wrong and made to say whatever it takes to get sign-off. When being first-to-market really counts – business cases just slow you down.
Whilst we don’t believe this we’ve certainly seen this attitude in the past!
It should only finish when the product is successfully afloat.
You should have some post-launch KPIs…
Pricing is a vital part of your proposition. Why then do so many product managers shy away from active and regular engagement in pricing discussions?