Viktoria Korzhova

We all face one common challenge as PMs here in the MENA region! I've worked with more than 8 companies, both as a PM and as an advisor. Regardless of the role, we consistently encounter the same fundamental issue: we're not engaging in REAL product management. Instead, what do we find ourselves doing? Operating as a feature factory and managing projects. But why is this the case? Find out in the video! 🙂 ------------------------ 🔔 Hey, this is Shehab Beram, a product leader, PLG, Product Ops, and product discovery advisor, and the founder of VisionX®, the first personal branding studio for product leaders worldwide. I share product management & growth insights every week. #technology #startups #ProductManagement #ProductManager #product

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The secret to finding "meaning" in your career as a Product Manager? It’s not about company logos you have in your CV or the number of successful features you have launched. Yes these are important to demonstrate your past achievements but finding meaning is more about knowing what makes a role meaningful and being intentional about crafting your career around those parameters. Mathematically speaking, Meaning = function(Autonomy, Purpose, Joy, Mastery) Now lets's see understand each inputs to above equation: Autonomy ↳ It is the flexibility to decide what to do and how to do it Purpose ↳We find purpose is when you think you are part of something bigger than ourself Joy ↳We feel joy when you love doing what you do and we don't even realise how immersed we are in the task and are in flow. Mastery ↳ Mastery is related to skills one has. Mastery happens when we have opportunity to do great work as per our skills while improving it along the way and also opportunity to learn new ones. If any one the above parameters is missing, we don't find meaning in that activity and have no internal motivation. Eg. •Take out joy from the equation and we feel burnout. •Take out purpose from the equation and we feel lost. •Take out mastery from the equation and we feel dissatisfaction. •Take out autonomy from above equation and we feel suffocated. So anytime you feel you are not satisfied, comeback to revisit what's lacking in your immediate role from your perspective and try to fix that with support of your manager. #productmanagement

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We’ve talked with over 1,000 companies about their customer programs—their visions, challenges, and how to productize them into engaging, actionable, and exciting initiatives that drive the right actions. Now, we are super proud to share the knowledge we gathered with you. We are launching EverAfter University with our FIRST course: 'Productizing Customer Programs: Modern Fundamentals'. This course is designed to help you transform your customer programs with practical strategies and real-world applications. The first batch will open in July, available to a limited number of people, free of charge. Want to join the waitlist? Comment with a 🍕 emoji here or send me a DM. Know someone who might benefit? Tag them below 😍

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Me in 2019: “Hiring top product talent is hard” Me in 2024: “Keeping top talent is even harder” After five years of leading PMs, I can say that mastering managing high-performers yields the highest ROI. Nevertheless, taking high performers for granted will shutter your ‘house of cards’ in no time. In this post, I will dive into the ‘Promotion’ topic; the ‘Sacred cow’ leaders consciously try to keep vague. 1️⃣ 𝐓𝐨𝐩 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐞𝐫𝐬 𝐞𝐱𝐩𝐞𝐜𝐭 𝐭𝐨 𝐠𝐞𝐭 𝐩𝐫𝐨𝐦𝐨𝐭𝐞𝐝. - Promotion is the ultimate recognition (financial, social, and brand). - Misalignment around promotion can kill performance. - Dangling the promotion carrot quarter after quarter will break trust. 2️⃣ 𝐓𝐡𝐞 𝐩𝐫𝐨𝐝𝐮𝐜𝐭 𝐥𝐞𝐚𝐝𝐞𝐫’𝐬 𝐩𝐫𝐢𝐨𝐫𝐢𝐭𝐲 𝐢𝐬 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐬𝐮𝐜𝐜𝐞𝐬𝐬. - You hire top talent ( = High Performance) to do job X - Ensure the talent does job X for a long time ( = Duration) - Formula: (High Performance) X (Duration) = (Company Success). - Promotion means they no longer do job X. 3️⃣ 𝐑𝐞𝐰𝐚𝐫𝐝 𝐟𝐨𝐫 𝐡𝐢𝐠𝐡 𝐩𝐞𝐫𝐟𝐨𝐫𝐦𝐚𝐧𝐜𝐞 𝐚𝐧𝐝 𝐩𝐫𝐨𝐦𝐨𝐭𝐞 𝐥𝐨𝐧𝐠-𝐭𝐞𝐫𝐦 𝐭𝐫𝐞𝐧𝐝𝐬. - Reward performance peaks (take care of your team). - Promote a long-term performance upward trend. - Invest in building your team members’ long-term defensible careers. 4️⃣ 𝐋𝐞𝐚𝐝 𝐰𝐢𝐭𝐡 𝐭𝐫𝐚𝐧𝐬𝐩𝐚𝐫𝐞𝐧𝐜𝐲 𝐭𝐨 𝐛𝐫𝐢𝐝𝐠𝐞 𝐭𝐡𝐞 𝐞𝐱𝐩𝐞𝐜𝐭𝐚𝐭𝐢𝐨𝐧 𝐠𝐚𝐩. - Communicate promotion criteria early, starting with interviews. - Hire only those happy to do job X for at least three years. - Never use empty promotion promises as a hiring tactic. 🟢 Wrapping up with a few 𝐛𝐨𝐧𝐮𝐬 𝐭𝐢𝐩𝐬 𝐟𝐨𝐫 𝐏𝐌𝐬: 1. Ensuring that your work materializes in building a successful company has a higher long-term impact than a premature promotion. 2. The statement ‘Join at level Y and you will get promoted in no time’ indicates a questionable/toxic culture. Don’t take the job. 3. And a counter-argument: As a PM, avoid taking a role you are uncomfortable doing for at least three years. *** What do you love/hate about my ‘promotion’ philosophy? Share in the comments. 👉 P.S. The link to the full write-up is in the comments. #productmanagement #productleadership #productmanagers #product #promotion #leadingdown

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⛔️ “𝗧𝗵𝗶𝘀 𝗶𝘀 𝘁𝗼𝗼 𝗿𝗶𝘀𝗸𝘆. 𝗪𝗲 𝗱𝗼𝗻’𝘁 𝗵𝗮𝘃𝗲 𝗲𝗻𝗼𝘂𝗴𝗵 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 𝘁𝗼 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝘁𝗵𝗶𝘀.” ⛔️ As Product Managers, nothing thrills us more than innovating and solving new problems. We want to bring ground-breaking and innovative products from 0 to 1. 🌋 The potential can be limitless, especially when market testing validates our assumptions with promising feedback, fueling our drive to bring this first-of-a-kind idea to life. 🙅🏻 𝗕𝘂𝘁 - 𝘁𝗵𝗲 𝘂𝗽𝗵𝗶𝗹𝗹 𝗯𝗮𝘁𝘁𝗹𝗲 𝗶𝘀 𝗴𝗲𝘁𝘁𝗶𝗻𝗴 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗼𝗻 𝗯𝗼𝗮𝗿𝗱 𝘄𝗶𝘁𝗵 𝘆𝗼𝘂𝗿 𝘃𝗶𝘀𝗶𝗼𝗻, 𝗲𝘀𝗽𝗲𝗰𝗶𝗮𝗹𝗹𝘆 𝘄𝗵𝗲𝗻 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲 𝗰𝗼𝗻𝘀𝘁𝗿𝗮𝗶𝗻𝘁𝘀 𝗽𝗹𝗮𝗴𝘂𝗲 𝗲𝘃𝗲𝗿𝘆 𝘁𝗲𝗮𝗺. 𝗦𝗼, 𝗵𝗼𝘄 𝗱𝗼 𝘆𝗼𝘂 𝗰𝗼𝗻𝘃𝗶𝗻𝗰𝗲 𝘁𝗲𝗮𝗺𝘀 𝘁𝗼 𝘁𝗮𝗸𝗲 𝘁𝗵𝗲 𝗹𝗲𝗮𝗽 𝗮𝗻𝗱 𝗶𝗻𝘃𝗲𝘀𝘁 𝗶𝗻 𝗮𝗻 𝘂𝗻𝗽𝗿𝗼𝘃𝗲𝗻 𝗽𝗿𝗼𝗱𝘂𝗰𝘁 𝗼𝘃𝗲𝗿 𝗲𝘀𝘁𝗮𝗯𝗹𝗶𝘀𝗵𝗲𝗱, 𝗵𝗶𝗴𝗵-𝗽𝗿𝗼𝗳𝗶𝗹𝗲 𝗼𝗻𝗲𝘀? 𝗛𝗲𝗿𝗲 𝗮𝗿𝗲 𝟯 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗲𝘀 𝘁𝗵𝗮𝘁 𝗵𝗮𝘃𝗲 𝘄𝗼𝗿𝗸𝗲𝗱 𝗳𝗼𝗿 𝗺𝗲: 🌄 𝗦𝗵𝗮𝗿𝗲 𝗬𝗼𝘂𝗿 𝗖𝗼𝗺𝗽𝗲𝗹𝗹𝗶𝗻𝗴 𝗩𝗶𝘀𝗶𝗼𝗻 🔭: A powerful vision with a purpose and direction has the power to inspire and motivate teams. When team members understand the bigger picture and how this new product can transform the market and shape the future of the company, they are more likely to be enthusiastic and committed. 💹 𝗕𝘂𝗶𝗹𝗱 𝗮 𝗦𝗼𝗹𝗶𝗱 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗖𝗮𝘀𝗲: Share market data and customer feedback to demonstrate the potential demand and benefits. A strong business case helps highlight the competitive advantage and revenue opportunities, making it easier for teams to see the value in taking the risk. 🎙️ 𝗕𝗲 𝗧𝗿𝗮𝗻𝘀𝗽𝗮𝗿𝗲𝗻𝘁: Encourage teams to ask questions and raise concerns. Share the risks and assumptions openly. This builds trust and reassures teams that you are prepared for potential challenges. Remember Steve Jobs’ words: “𝙂𝙧𝙚𝙖𝙩 𝙩𝙝𝙞𝙣𝙜𝙨 𝙞𝙣 𝙗𝙪𝙨𝙞𝙣𝙚𝙨𝙨 𝙖𝙧𝙚 𝙣𝙚𝙫𝙚𝙧 𝙙𝙤𝙣𝙚 𝙗𝙮 𝙤𝙣𝙚 𝙥𝙚𝙧𝙨𝙤𝙣. 𝙏𝙝𝙚𝙮’𝙧𝙚 𝙙𝙤𝙣𝙚 𝙗𝙮 𝙖 𝙩𝙚𝙖𝙢 𝙤𝙛 𝙥𝙚𝙤𝙥𝙡𝙚.” Inspiring your team with a compelling vision can drive successful innovation and push the boundaries of what's possible. #ProductLeadership #Prioritization #ProductManagement

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𝗧𝗼 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗣𝗲𝗼𝗽𝗹𝗲: Don’t measure yourself against Silicon Valley PMs. The books you read, the podcasts you listen to, and the influencers you follow on LinkedIn often portray an glorified version of their reality. All that rigorous product discovery, customer validation for every new feature, and the perfectly staffed product team? Don’t take it too literally - it’s not the day-to-day reality, even in Silicon Valley. --- Recently, PMs from MAANG (Microsoft, Amazon, Apple, Netflix, Google) have spoken out: after landing their “dream job,” promising ownership of the roadmap and product vision, many find themselves facing a different reality. Alex Rechevskiy, an Ex-Google PM, summarized the experience of several MAANG PMs: 💬 “At Google, I regularly spent 35+ hours weekly in meetings, with another 10-15 hours just preparing for or catching up on the ones I missed.” 💣 Document Chaos: No one warns you about this. Your browser will perpetually have 120+ open document tabs. ⚖️ “Do you know who owns X?” becomes the most common phrase you hear. You’re expected to be an information vending machine, fully aware of everything happening across all teams at all times. 🗺️ Zero Strategic Time: That 2-hour “strategy block” in your calendar? Forget it. Strategic thinking happens in fleeting micro-moments amidst the chaos, not in perfectly planned focus sessions. --- 🤔 This aligns with my own experience from several SaaS companies and start-ups. And quite sadly, this idolized image of Silicon Valley Product Orgs often sets unrealistic expectations for product managers - sometimes even from your own leadership. Use that literature is an ambition, but don't beat yourself up and don't hate your leadership for not doing it by the book. I have spent way too much energy in my career doing just that. In the end, the things that matter the most are: ➡️ PROGRESS (making things happen) and ➡️ IMPACT (moving metrics). I am deeply grateful for being with Caspeco, where we do have this ambition, but we are humbled by the reality we face. Thank you for all the support Jonas Mattson, Martin Rosenqvist & Erik Friberg.

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After intensive months of work, we're excited to share our newest #Team Plan on UserQ 💪 You can now create and edit projects and #UXstudies with your colleagues without sharing your credentials (I know you did it). With the introduction of the #collaboration features, we also introduced #workspaces. What does this mean? If you are working with multiple clients or on multiple projects, you can manage different cost centers while ensuring the confidentiality of the projects. With 7 #testingtools and more than 11,000 testers in MENA, #UserQ is the only tool you need to seamlessly integrate #UXresearch into your product development cycle. Check out the full details of our launch on #ProductHunt at this link (and upvote, please!): https://shorturl.at/BtSqU ✏ Reply below if you want to book a 1:1 demo with me, or use the coupon TEAM15 to get 15% off our Team plan! #UXresearch #prototypetest #survey #Cardsorting #MENA #UXtesting #testingtool Sudipt Shah Brooke Cowling Bashar Nassour

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Florian Bonnet, I completely agree about the #fallacy "#Product #Manager = #MiniCEO of their product". In fact, I was asked this question over lunch during a pre-COVID PM Interview. My answer was No and they hired me. The role of PM is not that of CEO or mini-CEO for their product. Your reality diagram is spot on. I have worked directly for #three #CEO's in my career. All three of them were the #CEO's of #Search #software (or Services) company, and trust me on this: They were all "product guys" and the CEO, full-stop. However, I would add an additional distinction, that perhaps came up during your conversation with Melissa and others. The role of a Product Manager in a company where that PM manages the primary end-product or service is different from the PM who manages an important product or service, but #not the end-product. I spoke virtually about this difference to a worldwide audience of Engineers, Data Scientists and PM's in Sept. 2020. Specifically on #slide# 10, I listed the different aspects of a #Software PM vs. an #Enterprise PM. There are both common and different aspects between these roles that are important for any PM to understand. I have worked as a Product Manager in both modes. The link to my Sept. 2020 talk: https://lnkd.in/guYxGZXk

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🌟 Are you a leader in the UX & Product world? Join me for an exclusive gathering at the PUSH UX & Product Leaders Lunch next week Thursday, June 6th at Gigi Trattoria in Munich from 12:30-14:30! 🇮🇹 WHY THIS LUNCH IS A MUST FOR EVERY PEOPLE LEADER: - 🤝 Product Leaders Unite: Connect with a select group of ten leaders in a cozy, intimate setting. Imagine the insights and partnerships that can emerge from such high-level discussions. - 🧠 Focused Discussions: Utilizing the Lean Coffee method, every voice gets heard, ensuring dynamic and democratic conversations. It's your chance to share, challenge, and refine your ideas among peers. - 🍝 Delicious Cuisine: Who says great discussions can't happen over great food? Enjoy mouth-watering Italian dishes, with vegetarian and vegan options available, ensuring a delightful culinary experience as you engage. 🍽️ THIS IS NO ORDINARY LUNCH It's a place where thought leaders can delve into the nuances of UX and product management, ignite new ideas, and discover collaborative opportunities, all while enjoying some of the best food Munich has to offer. 👥 SPACE IS LIMITED Designed specifically for founders, directors, and top-level leaders in the UX & product scene, this lunch ensures you’re interacting with peers who share your challenges and ambitions. 📅 Don't miss out on this unique opportunity to enrich your leadership journey and enjoy meaningful conversations that could shape the future of UX and Product. Let's push the boundaries of what's possible together! Reserve your spot now and join us for a lunch that promises to be as enriching as it is delicious. 📩 RSVP today to secure your place at the table. Join me at UX & Product Leaders Lunch #17 https://lnkd.in/dCDq2_Zh 👤 Want more details? Feel free to connect with me! #Leadership #BusinessLunch #PeerCoaching

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Product management law n. 3: The most impactful mistake in product management is choosing to solve a problem similar or adjacent, but not quite identical, to the "right" user problem #productmanagement

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Finding the principle(s) behind the decision/position is important. Principles provide the whys behind prioritization, consistency behind structure/system design, breakdown of wicked hard problems. Principles help you make decisions. They’re the foundation of strategy.

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🔊 **"Voice of the Customer" vs. "Voice of a Customer"** As Product Managers, one of our most valuable skills is effectively listening to our customers: Tuning in to different customer personas, understanding their needs, and talking to actual customers are simply a must. But it’s crucial to distinguish between the "Voice of the Customer" (VoC) and the "Voice of a Customer." 💡 **Voice of the Customer (VoC):** Represents the collective insights, feedback, and needs of our entire customer base. It's about identifying trends and patterns that reflect the overall experience and expectations of our users. VoC helps us prioritize features that will benefit the majority, ensuring our product evolves to meet broad market demands. 💬 **Voice of a Customer:** Is the feedback from an individual customer. While every customer's opinion is important, it’s essential to contextualize this feedback within the bigger picture. An isolated request might be crucial to a single customer or a small group of customers, but at the same time, that same request may be highly specific to that customer’s unique situation and not necessarily aligned with the needs of the wider audience. 🔍 **Why This Distinction Matters:** Because more often than you would expect, the voice of a single customer (and not necessarily a huge, highly strategic customer) impacts prioritization, potentially derailing a roadmap that would have benefited the majority. When it comes to resource allocation, we need to think effectively, ensuring we invest in features that drive the most value. These features are rarely found by listening to one customer. Having started my career in Customer Success, I understand that customer satisfaction is critical. Sometimes, that one customer who’s struggling (even if they are a small customer) gets the spotlight, and that’s okay(!) as long as we make that decision consciously, talk about it, and ensure our GTM partners are aligned. It’s important to understand that solving for the niche use case is the exception. So, the next time a customer comes along with a unique request, have a conversation with your GTM teams. Discuss the competing priorities and welcome the dialogue. I’ve found that when we do that, we can identify and agree both on when we need to stick to the roadmap and when we have to make an exception. #ProductManagement #VoiceOfTheCustomer #CustomerFeedback #SaaS #Innovation #CustomerExperience #ProductDevelopment

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Breaking up is hard to do.... 🎶 Unless you have a shitty roadmap, in which case, is it really? Plus points for getting the absolute worst/best cover image on YT. Our latest episode is live! #roadmaps #prodmgmt #productmanagement https://lnkd.in/e3zxkndv

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One of my best #product managers said: “You keep giving me such insanely tough projects … I’ve not been able to deliver results for a while.” “It’s like I am destined to fail,” she said, sounding demotivated. I told her: You are talented. That’s why you are on projects with a high degree of ambiguity. Your success is not to move a business goal; it’s to bring certainty. And you’ve been crushing it! In your last project, you brought us a conclusion: X doesn’t work. Now we all won’t waste time on it. Unless we know what doesn’t work, how will we know what does? Every elimination is a win, a lesson learned, a step closer. As Edison famously said, “I didn’t fail 10,000 times — I found 10,000 ways that won’t work.” Life as a PM can be tough. Hypothesis after hypothesis can bomb. But if you can forego the quick gratification of tactical wins and embrace failures — you will be unstoppable. #startups #entrepreneurship #productmanagement

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A well-defined product strategy is crucial for guiding product development and ensuring alignment with business goals. It serves as a roadmap that outlines the vision, target #market, and key differentiators of a #product. A product strategy encompasses the following key components: ✅ Product Vision: This is the overarching goal of the product, describing what you aim to achieve and the impact you want to have on your users or the market. ✅ Target Market: Identifying who your customers are and understanding their needs is essential for tailoring your product to meet those demands. ✅ Differentiation: Establishing how your product stands out from competitors is vital. This could be through unique features, superior quality, or exceptional customer service. ✅ Goals and #Metrics: Setting clear objectives and metrics to measure success helps in tracking progress and making informed decisions PlaceMakers, a construction materials supplier in New Zealand, faced a significant drop in sales during the COVID-19 pandemic. Their product team used user experience tools to analyze customer interactions and identify issues with stock availability messaging. By making design changes based on insights from session replays and heatmaps, they improved communication of product constraints. This strategic shift not only enhanced the user experience but also doubled sales shortly after implementation. This example demonstrates the importance of a focused product #strategy, understanding user needs, and leveraging data to drive #growth and customer satisfaction. #productmanagement

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Don’t Marry Your Ideas: Face the Truth About Your Product Stats As product leaders, it’s crucial to face the truth about the state of our products. Sometimes we fail to acknowledge that our product isn’t what users need, there’s strong competition, a tricky monetization model, or scalability issues. Perhaps users love it but won’t pay a penny for it—getting users to pay is the ultimate validation. Having 2 or 3 users occasionally paying (most likely friends and team members) doesn’t count. There must be a sustainable pipeline of customers, even if there are bottlenecks or challenges. A strong need should be obvious from day one. Acknowledging failure early on is much better than complimenting yourself, your team, and stakeholders, leading to what you know eventually won’t work. Don’t marry your ideas—especially those you’ve invested a lot of effort into, even if they’re not originally yours. We often become too attached to our ideas, but sometimes letting go is the best path forward. Face the truth with everyone and reallocate your resources to another initiative early on. #Product #DontMarryYourIdeas #ProductLeadership #FaceTheTruth

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📚 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗕𝗼𝗼𝗸 𝗥𝗲𝘃𝗶𝗲𝘄 𝗦𝗵𝗼𝘄 #1 📚 I can’t always just read novels, so in the last weeks, I’ve also been diving into some great reads about product discovery, UX, and people management. Have a look at my recommendations: 1. 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀 𝗗𝗶𝘀𝗰𝗼𝘃𝗲𝗿𝘆 𝗛𝗮𝗯𝗶𝘁𝘀 by Teresa Torres Score: ⭐⭐⭐⭐⭐ (5/5) 𝗧𝗟;𝗗𝗥: 𝗨𝗻𝗱𝗲𝗿𝘀𝘁𝗮𝗻𝗱 𝘁𝗵𝗲 𝘂𝘀𝗲𝗿𝘀 𝗮𝗹𝗹 𝘁𝗵𝗲 𝘁𝗶𝗺𝗲. 𝗕𝘂𝘆 𝘁𝗵𝗶𝘀 𝗯𝗼𝗼𝗸. • 𝗦𝘂𝗺𝗺𝗮𝗿𝘆: A guide to implementing continuous discovery practices in your product development process. What does that actually mean? It provides a hands-on approach to uncovering opportunities during your discovery work, which will be key for your development and short-term strategy. • 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀: This book is a masterclass in actionable advice. The examples are highly relevant and can be easily implemented in your daily work. The opportunity solution tree is a fantastic tool to use—one colleague even called it “the tree game.” I only wish there were more examples in the book. The Netflix focus is interesting but doesn’t always work for me. • 𝗠𝗶𝗻𝗶𝗺𝗮𝗹 𝗙𝗹𝘂𝗳𝗳: Perfect mix of anecdotes and takeaways. 2. 𝗨𝗫 𝗳𝗼𝗿 𝗟𝗲𝗮𝗻 𝗦𝘁𝗮𝗿𝘁𝘂𝗽𝘀 by Laura Klein Score: ⭐⭐⭐⭐☆ (4/5) 𝗧𝗟;𝗗𝗥: 𝗬𝗼𝘂𝗿 𝗵𝗮𝗻𝗱𝘆 𝘁𝗼𝗼𝗹𝗯𝗼𝘅 𝗳𝗼𝗿 𝗟𝗲𝗮𝗻 𝗨𝗫. • 𝗦𝘂𝗺𝗺𝗮𝗿𝘆: This book covers the trifecta of UX: research, validation, and iteration. Laura Klein tackles all kinds of topics (MVPs, A/B tests, interviews, etc.) through numerous examples. It may not be ideal for seasoned UX designers or Product Managers with a knack for UX because much of it might already be known to them. • 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀: This book is a toolbox for UX research and validation. It offers a thorough overview of all kinds of methods. For deep dives into specific topics, you might need additional resources—A/B testing alone could fill an entire book. • 𝗠𝗶𝗻𝗶𝗺𝗮𝗹 𝗙𝗹𝘂𝗳𝗳: Very little fluff, sticking mostly to relevant UX advice you can actually use. And you better like sarcasm. 3. 𝗖𝗼𝗺𝗽𝗲𝘁𝗶𝗻𝗴 𝗔𝗴𝗮𝗶𝗻𝘀𝘁 𝗟𝘂𝗰𝗸 by Clayton Christensen Score: ⭐⭐⭐☆☆ (3/5) 𝗧𝗟;𝗗𝗥: 𝗙𝗿𝗼𝗺 𝗖𝗼𝗽𝗲𝗿𝗻𝗶𝗰𝘂𝘀 & 𝗠𝗶𝗹𝗸𝘀𝗵𝗮𝗸𝗲𝘀. • 𝗦𝘂𝗺𝗺𝗮𝗿𝘆: The “Jobs to be Done” (JTBD) theory suggests that customers hire products to perform specific tasks. Christensen popularized this framework. This book helps you find the JTBD for your product and innovate in your business accordingly. • 𝗣𝗿𝗮𝗰𝘁𝗶𝗰𝗮𝗹 𝗧𝗮𝗸𝗲𝗮𝘄𝗮𝘆𝘀: JTBD is legendary in product and marketing realms. The book’s stories, including the famous milkshake story, illustrate the concept well. Ultimately, it adds another tool to your design thinking arsenal. • 𝗠𝗶𝗻𝗶𝗺𝗮𝗹 𝗙𝗹𝘂𝗳𝗳: Clayton Christensen’s academic background is evident. The JTBD concept could be conveyed in a much shorter format. There’s quite a bit of filler. What are your favorite PM books?

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What Shifts Have You Seen in Product Management? Product management is always evolving, and keeping up with changes is critical for success. I still employ techniques I learned 15 years ago, but I also try new ones continuously. I often play in the Miro Community to see what other's are building. In particular, over the past five years, I've seen significant shifts in the way we build cross-functional teams, design products, and engage with customers. I'm curious: what changes have you seen in your own product management practices over the past five years? Have you adopted new tools or methodologies? Did you shift your approach to customer feedback or team collaboration? What trends have had the most significant impact on your work? Let's share our insights and learn from each other. Comment below with the most notable changes you've experienced in product management, and let's discuss how they've influenced the way we create and deliver products.

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Navigating Product Leadership: How Companies in the UAE Can Win Having spent 20 years in product leadership roles across Europe and the US, I’ve observed distinct regional differences that significantly impact how product leadership is approached. These differences are particularly evident when comparing the product landscape in the UAE to that in Europe. Europe: Well-Established Product Leadership In Europe, product leadership is well-established. Companies understand the importance of building their businesses around the product, this approach allows leaders to refine their offerings, maintaining a competitive edge through continuous improvement and customer focus. *UAE: Emerging Product Leadership* In the UAE, many companies are at earlier stages of the product maturity curve. Companies have grown successfully often with a good idea at a time the audience for it was still growing. 1. Growth Without Product Thinking: Many companies have expanded without the need for foundational product management principles, and are recognising that the scale and growth story needs a different approach. 2. Opportunity for Transformation: Recognizing the need to adopt a product-centric approach can provide a significant competitive advantage. 3. Race to Recognize Change: Organizations that first embrace product thinking will likely outpace competitors by fostering innovation, improving customer satisfaction, and streamlining processes. *How Companies in the UAE Can Win with Product Thinking* ‘Product Led’ companies I in the UAE that are the first to adopt “product thinking” will set themselves apart. By integrating product management principles early, these organizations can: 1. Enhance Agility: Quickly adapt to market changes and customer needs. 2. Foster Innovation: Cultivate an environment where innovative ideas are encouraged. 3. Improve Customer Focus: Develop products that meet user expectations. 4. Streamline Processes: Implement efficient product development processes. 5. Drive Growth: Build valuable and viable products for sustainable growth. The Path Forward To seize this opportunity, companies in the UAE must: • Invest in Training: Develop teams’ skills to align with global best practices. • Adopt Customer-Centric Mindsets: Focus on meeting customer expectations. • Leverage Data: Use analytics to drive decision-making and refine strategies. • Encourage Innovation: Support and reward innovative thinking. • Align Leadership: Ensure leadership supports a product-centric approach emphasizing agility and customer focus.

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