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Question for the Product Managers out there ❗ Share your story.. How do you build a Product in a Tech Scale Up?? Head of Product at JEX, Esther Kuijpers-Bastein will tell you about her experience on how to build a product in a tech scale-up. 👉 How this can affect your product strategy, what we have learned from it. 👉 How we stay on track despite making major changes, but always with the end goal in mind. #productmanagement #productmanager #software #product #devworld #devworldconference

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𝗘𝘅𝗰𝗶𝘁𝗶𝗻𝗴 𝗻𝗲𝘄𝘀: Reforge recently published our proven framework for weekly meetings. Last week, I met some brilliant founders of a SaaS company who were struggling to find Product-Market Fit (PMF). They asked for my advice, and it took me back to my days as a growth advisor at a VC fund. Over three years, I helped 70 teams tackle the same challenge using a framework designed to keep founders laser-focused on their primary hypotheses. 𝗜𝗻𝘀𝘁𝗲𝗮𝗱 𝗼𝗳 𝘀𝗽𝗿𝗲𝗮𝗱𝗶𝗻𝗴 𝗿𝗲𝘀𝗼𝘂𝗿𝗰𝗲𝘀 𝘁𝗵𝗶𝗻. This framework helps founders stay focused on their main goals: - finding the right problem to solve, - identifying the segment willing to pay, - developing an MVP that addresses the problem adequately, - and discovering the first sustainable acquisition strategy. Follow the link to get a ready-to-use template: 👉 https://lnkd.in/dVYBbn_e 𝗣.𝗦. Give me a shout if you need a how-to guide to use the tool effectively.

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🔍 A/B Testing Tips for Product Managers A/B testing is all about fine-tuning for better results. Here’s how to stay on track: 1️⃣ Frequency: More tests mean better odds of finding winners. Think of it like buying more lottery tickets. 2️⃣ Win Rate: Boost success by basing tests on data, not just gut feelings. 3️⃣ Effect Size: Focus on changes that make a big impact, not just minor tweaks. Balance these three, and you’ll nail your A/B testing strategy! For more, check out Alex Birkett’s blog: ‘What’s the Ideal A/B Testing Strategy?’ #ProductManagement #ABTesting

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4x real decks that landed CPO / VP Product roles Most senior interviews in product involve a presentation round. You'll get asked to talk through some combination of: • A big win you delivered for a previous company • What your high level strategy for the new company is • How you build a high performance organization We've collected up 4 *real* case studies that landed real roles. They've been refined over the years through * Repeated presentation * Learning from others * Observing presentation rounds themselves These are full decks, put together by product leaders, that got job offers. Check them out here - https://lnkd.in/eS6NnZdw

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🤔 Is your team struggling with role clarity? 🚀 At Product People, we've tackled this challenge head-on, helping Product teams redefine their roles for maximum impact. ⬇️ Swipe to read some key insights to help you do the same! #TeamGrowth #ProductLeadership #Collaboration

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The End of Product Management? I'm thrilled to announce that Mollie's CPO, Rogier Schoute, will be speaking @ Lisbon Product Meetup! 🚀 Join us on the 8th July! Mollie's CPO Rogier Schoute will provide his views on the future of the product management craft and would love to meet many of you for a good debate! Enrol now! Save your spot using the link in the comments. Can't wait to see you all at @ Lisbon Product Meetup 🙌 #productmanagement #lisbonproduct #product #fintech

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Product managers know that all session replay solutions aren’t created equal 📊. Yet they all aim to answer one core question: What are your users experiencing within your product? With point solutions, the answer to that question is siloed across your product stack. But with a session replay tool that’s already integrated with your product analytics (cough, Pendo Session Replay), you can get a holistic view into the user journey 🖥️ , pinpoint user signals, and act on what you’re seeing. Learn more ➡️: https://bit.ly/3JPOseW

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Do you want a sneak peak into how a director of product at Delivery Hero and Adyen conducts #interview for a #productmanger? I found one of their articles about this and here you go... 🔽 I was looking for different ways companies conduct interviews for their PM candidates; to #improve myself and to improve the way I interview other product managers for our company, and I came across an article summarized in the PDF below. The original article named "60 Minutes: Interviewing Product Managers" is written by Shriram Ganesh, the current SVP Product at Adyen and the former Director of Product and Design at Delivery Hero and Product Owner at Qualcomm Innovation Center, Inc. His background is impressive 💪. He uses simple yet effective questions and interview structure to check the competence of the #candidate. His approach is different from other product leaders I know, and that's why I wanted to share it with you. 🔝The #PDF is my take from his article, and I also added my opinion to it, especially to improve the "Wrap Up" section. I think it would be a good idea if every product leader shares his way of conducting PM interviews to improve the product community, for PMs and for other leaders. ❓So, how do you conduct product interviews? Which product interview stood up for you as a product manager? Share them in the comments.

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🚀 Thank you to Aakash Gupta and Jason Knight for putting together this insightful guide! If you want to learn more about it, check this article where Alexander Bahlk, our Fractional Director of Product, was interviewed: https://lnkd.in/d_9JcmQw

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Seeing this says to me the Ruroc EOX launch has flopped. If you're asking customers "why didn't you buy" with options of: "Product Design isn't good enough" "I am waiting for a good promotion" ...You have to be deluded if you think you're going to get actionable information from a survey like this. Here's what has gone wrong for Ruroc. Firstly, "EOX" was designed as the 'Finale' of the Atlas line. It should have been positioned as the pinnacle of the range and should have replaced the Atlas 4. Atlas was plagued with issues from v1.0. We rushed, the pandemic hit, suppliers messed us around, we had to build our own factory REMOTELY to keep up with demand. To fix the issue once and for all I hired a specialist product designer who built out the team to deliver the 'perfect product'. It was costly, but it would allow us to reduce our Customer Service costs, return logistics costs, and reduce our in-house QC team from 18 to just 2-3. A huge cost to get a huge saving. Absolutely necessary for Ruroc to stabilise and continue growing at 70-100% YOY. That product, the one that should have been Ruroc's biggest success, is now called "EOX". To sell products online and grow successfully you need: - Scarcity - "I want stuff other people don't have yet, or I don't want to regret not buying when I had the chance." - Innovation - People want the latest greatest and best... if it's not that, why am I giving you my money if my current product does the job? - Social Proof - it's FOMO, who's wearing it, who's buying it, am I going to be the odd one out if I don't buy? - Reciprocity - What's this brand done for me? How have they engaged me? Do I buy into their mission, do I feel obliged to be part of it. - Commitment - OK I've pre-registered, I've followed the page, I've signed up for the newsletter, I'm watching the launch video, I'm going to buy. Not one of these tactics was properly employed during the launch of the "EOX" Further to that, some genius has made the decision to continue with the Atlas 4 and have it run alongside the EOX So now, as a customer of Ruroc, what does this say to me. Ruroc Atlas 4.0 Track - $679.00 (Has no real track certificate) Ruroc Atlas 4.0 Carbon - $595.00 Ruroc "EOX" - $559.00 (brand new should be better than Atlas 4) Ruroc Atlas 4.0 Street (fibreglass) - $319.00 (Confusingly is lighter than the Track and Carbon Atlas) So if I want the best, I buy the most expensive helmet? I can wear it on the Track right? No, not in USA or MotoGP. I want the lightest, so I buy the cheapest? I want the newest, but is it worse than the old models because it's cheaper? This is beyond confusing for customers. Customers give brands minimal attention. Your messaging is as much in the decisions you make around naming and pricing as it is anything else. Ruroc "Atlas-X" - $659.00 Drop the Atlas 4.0 and discount til it's gone Clear message to consumers - "the new product is better, replace your old helmet now" It's not hard.

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To oversimplify, the marketplace with the best user experience wins*. Which, as a product person, is one of the reasons why I love marketplaces*. Outside of marketplaces, companies can win despite a subpar user experience: the sales and success teams are great, customers are locked into multi-year contracts, switching costs are high, the brand is strong, compliance and regulatory requirements, patents, etc. But in marketplaces, you gotta earn it. So let’s talk about what earning it means: 1. You’re selling what I’m buying. Marketplaces aren’t about having the most things to sell, or the most sellers on the platform*. It’s about having the right, diverse set of things that match the diverse set of needs and desires from buyers*. 2. I can actually find what I want. This is about discovery. Does the buyer need help in figuring out what they want? How good is the search, browse, and personalized recommendation experience? Is there a sufficient amount of detail to give the buyer the confidence to take action? Is it easy, fast, secure, clear, predictable? 3. Your marketplace does #1 and #2 better than the competition. Buyers have tons of alternatives: other marketplaces, social media, family & friends, shopping retail. Every advantage matters. I’m glossing over a ton of strategic and tactical complexity: seller acquisition, seller commodification, and seller onboarding; pros and cons of different revenue models and how that affects take rate; traffic acquisition challenges in a world of declining SEO traffic; in-marketplace advertising; the dangers of marketplaces trying to also sell platform SaaS to their sellers; data quality; trust & safety; and more. We’ll get to those topics in the future, but we need to build up to it. I encourage everyone to read Ben Thompson’s Aggregation Theory: https://lnkd.in/gUGB7dSg . So much of my foundational understanding of marketplaces is thanks to this. Thanks to everyone who responded in yesterday’s poll with overwhelming interest in marketplace content. I’ve been intimidated by the challenge of fitting a ton of interconnected concepts into a small space. Please let me know if I’m on the right track and if you’d like to see more. —————— *If you’re interested in reading the footnotes as well as my work-in-progress thoughts (today: hitting a milestone, and some thoughts about the future), sign up for my free newsletter: https://lnkd.in/g44P3_rB

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If you are ever wondering if you are in a product-led environment or not, ask yourself this one thing: Are you given outputs to deliver or outcomes to achieve? [Hat tip to Marty Cagan] On a feature team, you're given a roadmap. 🗺️ You design, build, test, deploy. You're given dates and timeframes. The goal? Deliver output. But here's the catch. 🎣 Output is easier to deliver than outcomes. And let's be real - Product Managers in a feature team? Might as well be called Program Managers. Now consider an empowered product team. 💪 They're given problems to solve. The measure isn't just shipping the product. It's about solving the problem. Strong product companies get it. 🎯 It's all about outcomes. No points for just shipping. Points for delivering value.

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Tired of vanity metrics? Time to measure your PLG success like a pro! Forget downloads and signups that don't tell the real story. In the world of product-led growth (PLG), understanding user behavior is key. This post dives deep into actionable metrics across the entire user journey, from initial awareness to loyal advocacy. (Think AAARRR: Awareness, Acquisition, Activation, Revenue, Retention, Referral). Dezy It, Inc. #productledgrowth #PLG #metrics #growthhacking #startups #dezyit #growthsprint

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Stop me if you heard it before: You release a new feature and during the test, it delivers a great uplift. However, that is nowhere to be seen a few weeks after the final release. What gives? How to prevent it? Being a Product Manager with almost a decade of experience, while also creating relevant content, makes it that I don't get to learn a lot of new things about my chosen career. That being said, a few months ago something completely blew my mind and changed how I look at the A/B tests. It was just a throw-away sentence by a colleague: "Yeah, but the A/B test uplift might only be due to the novelty of the new feature to the users. We don't know if it will contribute to our goals in the long run." My whole career passed in front of my eyes. So many A/B tests showed a massive spike in metrics that were nowhere to be found shortly after the full release. "Maybe something happened that negatively impacted the metrics and the new release compensated" - we hypothesized. I was so blind and ignorant. Of course: users will notice something new you highlight. users will flock to a new feature out of curiosity. the metrics will jump due to playing around with the new stuff. once the novelty wears off, the actual impact will be visible. it will be smaller than the initial numbers. the numbers proclaimed are wrong. I was a fool to believe in them. I was impatient, I was ignorant. I was wrong. I always believed that statistical significance is the fool-proof mechanism to determine whether the A/B test is stellar or wonky. But it's simply not enough on a test that takes around 2 weeks, as you need to rush other tests for different features. And yet, the determined impact of those is as imaginary and fake, as the impact estimates in the initial Product Development Document (PRD) or User Story. So are all A/B tests wrong? Is there a way to know the truth? Yes, fortunately, yes. There are two ways: 1) Run the test until the novelty factor is no longer there. How long does this take? Your guess is as good as mine. Plus, as mentioned, nobody has time to wait. There is a better way: 2) Extract the "New Users" cohort in your A/B test. That's right! If everything is new for everyone, then the impact is real. If the metric uplift is similar in the general and new users cohort alike (and you have the statistical significance) only then you can safely proclaim a successful experiment. The best part? Amplitude, the partner of this post, agrees with me and they have decided to bring this approach to their new, A/B test template dashboard! This way you can easily incorporate this post's learning to your work! So, if you want to make sure you are drawing the right conclusions, check out the template in the comments section :) So, was this as new and enlightening as it was for me? What was your most surprising A/B test? Sound off in the comments! #productmanagement #productmanager #abtest  

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Ever noticed how product roadmap talks can get intense? They go something like this: 𝗩𝗣 𝗦𝗮𝗹𝗲𝘀: “Without this new feature, we will lose deals.” 𝗩𝗣 𝗖𝘂𝘀𝘁𝗼𝗺𝗲𝗿 𝗦𝘂𝗰𝗰𝗲𝘀𝘀: “Without this product improvement, customers will churn.” 𝗩𝗣 𝗥&𝗗: “Without this infrastructure upgrade, our system will break” I too need to constantly remind myself: just because you 𝗖𝗔𝗡 build something doesn’t mean you 𝗦𝗛𝗢𝗨𝗟𝗗. In these discussions, I go back to these principles: 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗶𝘀 𝗻𝗼𝘁𝗵𝗶𝗻𝗴 𝘄𝗶𝘁𝗵𝗼𝘂𝘁 𝗱𝗶𝘀𝘁𝗿𝗶𝗯𝘂𝘁𝗶𝗼𝗻: Will this new feature/improvement impact our distribution and GTM? If so, how? 𝗣𝗮𝗶𝗻 𝘃𝘀. 𝗣𝗿𝗼𝗺𝗶𝘀𝗲: Does it solve an existing pain or create a new opportunity? If a pain, how do we know it actually is? Is there a cheaper/faster way to validate before committing R&D resources? Do we have any data on this? 𝗕𝗶𝗴𝗴𝗲𝘀𝘁 𝗖𝗵𝗮𝗹𝗹𝗲𝗻𝗴𝗲 (𝘁𝗵𝗲 𝟴𝟬𝟬-𝗽𝗼𝘂𝗻𝗱 𝗴𝗼𝗿𝗶𝗹𝗹𝗮 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻): What’s our company’s biggest obstacle for success in the next 6-12 months?Is it churn? prioritize capabilities that impact that. If GTM, focus on product aspects that accelerate distribution. If we expect scaling issues, prioritize infrastructure. 𝗢𝘃𝗲𝗿-𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝘁𝗵𝗲𝘀𝗲 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀: Constantly communicate to all stakeholders WHY we’re prioritizing one aspect to another. Don’t assume everyone sees the same picture and don't assume that your picture is the correct one. Bring data to backup your claims. 𝗙𝗶𝗻𝗮𝗹 𝗻𝗼𝘁𝗲/𝗿𝗮𝗻𝘁: If you're unclear on the reasoning behind product roadmap priorities, challenge leadership and seek answers. If they don't welcome tough questions or value meaningful discussions, it might be time to rethink your place. Your time is too f%$!ing precious for blind obedience—we have AI for that... for now, at least.

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“If there is no clear owner, then it’s the PM that owns it.” I sat down with Esteban Contreras from #ProductState to discuss Product leadership, or Prioritization process at Productboard. We also dug into the concept of Extreme Ownership, which is a principle I firmly believe in. Read more: https://lnkd.in/eVN47mWn #productmanagement #productexcellence #ownership

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Product leaders, are you hurting progression by using discovery as a weapon? As product leaders, we’re usually managing a deluge of un-validated feature requests from sales teams, CEOs and customer success. We want to maximise the value our teams deliver for our business and customers. We’ve seen the impact a discovery process has on this first hand. So we tell our stakeholders we’re going to run a discovery process on their idea. For us, the positives are obvious, for our stakeholders however… Unintended consequences creep in: 🤨The perceived timescale to deliver their ‘thing’ extends 😞Your stakeholder thinks you are trying to prove their idea wrong (and by extension, them) 😖You lose your hard earned trust with your stakeholder. What to do instead? Make discovery an additive, positive process: 🙂Run some low-scale discovery activities to deliver value to an existing idea, not disprove it 😃Continuously talk to customers to shorten lead times 🛫Use discovery to identify a new opportunity to fully showcase it’s value Listen to the full podcast here: https://lnkd.in/esn6E-Cg I coach product leaders and organisations through these scenarios, get in touch if you think I can help!

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