Chelsea Coster

You know there's some momentum happening if Marty Cagan decides to write about a product topic you've been at work trying to enable for years. Love to see it, and BIG shout out to Stacey Langer for providing her expertise in this article! 🧘‍♀️ Here are a few other pros that came to mind for the product model: 1. The government product model makes product (public) value and risk management possible. Product risks—such as value, desirability, viability, and feasibility—are not risks that traditional project management models can effectively manage. Government agencies interact with the public through the services they offer, but government digital experiences are not always inherently valuable. It’s what these digital services do for users that create individual and public value. Building tech alone ≠ value. 2. Evidence-driven decision-making uses discovery, iterative delivery, and testing with actual end users, where you continuously learn. This enables many things, mainly building with your users while validating the solution direction. It can also enable an incremental funding option specifically for products/services (traditionally called ‘projects’) that are especially complex, high priority, and/or contain many unknowns. 3. Driving technology from a place of vision and strategy measured in outcomes that can align and even influence policy changes. 🤸‍♀️ Some realities in trying to adopt a product model in gov: 1. The word ‘product’ often can be confusing, especially when it doesn’t fully represent what is being built and managed. A lot, if not most, of the technology work happening in government often involves solving service design challenges. So, in gov products, you focus on solving for the end-to-end experience, which can mean processes and non-tech things. 2. Conway’s Law and government systems replicate the organizational structures in agencies, which are often siloed and isolated. This is often represented as 'legacy tech.' Much of the work in 'product' in government is modernizing legacy systems, which requires the same principles as the product model but often a different emphasis on its varied approaches. Not all products or digital services start from the same place; many are not greenfield. 3. Traditional ATO structures can stop the product operating model in its tracks. To overcome this, it is important to integrate the ATO into the product model, utilizing a ‘continuous ATO’ operating model. But see point 2 above. At the end of the day, the product model isn’t a process you learn to implement and then just implement. It’s not just ‘Agile’ or Scrum or DevOps. Those methods can (or sometimes can’t) enable the product model. It's a mentality and discipline for continuously using new inputs to deliver value throughout a product's LIFE. It's a cultural change as much as an operating change, and there is no 'single way' to do it. However, operating from product thinking principles can help us start from the right place.

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Reader feedback for my latest post about how to use AI and my PRD template to never have to write a PRD from scratch again. Read the full post here: https://lnkd.in/eJjVXJUJ

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Product Leaders: Visibility is your responsibility. Don't just say, "Oh, that's all politics." If you don't take 100% ownership of communicating your achievements to your organization, your career suffers. But even more so, the company suffers because wrong decisions get made on who gets promoted and put in charge of important things. Do the work, and then take responsibility for communicating it.

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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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In my experience of interviewing and working with many product leaders, a common trait among the great ones is treating their craft more as a science than an art. Delighting users, creating magical experiences, and ultimately developing software that users love to use is a science. An immediate red flag during interviews is when product leaders can't express details beyond "talking to customers" on how they build lovable products. While talking to customers is paramount, I listen for the structure and tools they use to become customer-centric and experts in the users they serve. Here’s what I look for: Methods to Listen For When Evaluating How Product Leaders Create Lovable Products: 🗺️ Journey Mapping: Understand what users do before and after they interact with your product or attempt to accomplish their job. 🔑 Key Moments Identification: Reveal the key moments that matter in the user journey. 😌 Emotional State Awareness: Understand the emotional states of users and how they change as they progress through the journey. 📊 Data Collection and Analysis: Collect and analyze data to understand funnels, drop-off rates, attrition, etc. I’m also on the lookout for specific techniques on how the product leader builds high-performing product teams. Here are some of the practices to listen for: 🏆 Recognition and Rewards: Establish clear KPIs that define success, create accountability, and drive alignment. Implement a system for recognizing and rewarding team achievements and individual contributions. 🤝 Consistent 1-on-1s: Conduct regular one-on-one meetings to mentor and guide the career and development of the product management team. 👥 Team Collaboration: Allow teams to craft their process and evolve it over time. My favorite team performance ceremony is the retrospective, where the team can gather in a safe place and collectively define how they will improve. 🔄 Cross-Functional Alignment: Create alignment between product, engineering, sales, marketing, and leadership. This involves regular cross-functional meetings, transparent communication of goals and progress, and a unified vision that ties the efforts of all departments together. Ensuring that all teams are moving in the same direction is crucial for driving consistent and sustainable growth. Overall, there are many important items across both themes that define effective product leadership. By listening for a product leader who employs these structured methods, companies can make a better hire to turn insights into actionable strategies, ensuring that the user experience is not left to chance but meticulously crafted and continuously improved, while building and managing high-performing teams that drive success.

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Product Rockstars in tech....It's not about strategy. It's not about frameworks. To play big...it's about the soft skills. Yep....your EQ is critical to level up and lead. You need to master the human side of work.  Treating people with respect Understanding how to communicate Executive presence Managing politics (yep...,I said it) Treating people as human beings To level up in the world of tech....it's about the human game. #productmanagement #techleaders #womenintech Are you ready to level up into leadership? Are you ready to learn how to play the human game? Respond with 'yes' and I'll send you my E-Book on The Next Generation of Leadership in Product

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Sharing real stories from the trenches of product management. First topic - balancing big visions 🌟 with building MVPs that actually solve problems 💡 Would love to hear your thoughts! 👇 https://lnkd.in/einzrwbZ #ProductManagement #MVP #Startups

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"Is product development an art or a science?" It’s a question I’ve thought about throughout my career, and after reading Marty Cagan’s recent article, I feel validated in my long-held belief that it’s both. For years, I’ve approached product development as a balance of art and science. On one hand, we use hypotheses, testing, and iteration—clear elements of science—to solve problems for our customers. On the other, there’s an undeniable artistry in engineering, design, and crafting solutions that not only work but inspire and resonate with users. Marty’s article captures this perfectly. What struck me most is how he frames creativity in product management as "discovery" and problem-solving through experimentation. It’s this blend of art and science that drives great products, and reading his perspective felt like a validation of the balance we strive for every day. If you’re in product, design, or engineering, I highly recommend checking out Marty’s thoughts. His insights are spot on for anyone working to build products that deliver value while maintaining creativity and innovation. #ProductManagement #MartyCagan #ArtAndScience #ProductDesign #Innovation #CustomerValue #ProblemSolving

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We're hiring for some *very* special roles at Mozilla in our Innovation Studio as we build out some additional innovation pods. Principal Product Manager, New Products AND Senior Staff Product Designer, New Products. Are you an entrepreneur who wants to build new stuff with the support of larger organization when you need it? Are you passionate about building an AI future? Enterprise offerings? What about technology that helps families and protects kids? AI-generated Website builder? Yep. Products that make online shopping better and more trustworthy? Yep. Bug bounties for GenAI exploits?!? You betcha. The agent of the future - beyond the browser? Holy 🐄! Having a track record of building and shipping 0-to-1 is a MUST for this role. So is the ability to get stuff done independently and fast. The future of the internet depends on it! These are all areas we're exploring in our New Product Strategy. Come work with me, Imo Udom and tons of talented folks at Mozilla. Apply at the links below. If you're going to DM me I want to hear about the successful 0-to-1 project you built, what problem it solved and what it achieved.

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I want to hear a product story you're passionate about. (Edit for the Monday morning crew: the reaction to this post has been incredible. If you have PMs in your network who have amazing stories, I would appreciate a repost to reach them!) As a product manager, I know it can be hard to describe what we do to those around us. Our work often involves mountains of coded language, company and industry vernacular, and a variety of tasks and processes that can make it hard to describe. Yet, I love telling stories about products I've worked on. I can't be the only one, so I want to create a space for others to tell their stories in their own words. Let me be your audience. Any aspect of PMing is welcome. Your story could be prepared and practiced, or it could be the first time you've spoken it out loud. It could be about how you broke into product after years of trying, or accidentally stumbled your way in. Tell me about the thing you worked really hard on and you're proud to have launched. Give me way too much detail about how your users surprised you once your work was out in the world. I will listen to you vent about the nightmare stakeholder who almost torpedoed the entire thing, or lament the feature you've always wanted to launch, but have never successfully made the case for. I want to be clear: I'm doing this for fun. This is not an interview. I'm not going to come in with a set of prepared questions. Once you get going, I won't interrupt you. This is 30 free minutes to tell your story to someone who understands. And since it's just me on the receiving end, it's more talking to a friend than public speaking. I'm planning to record the audio of these sessions, but feel free to ask me not to. I don't know what I'm going to do with them yet, but I promise I won't start a podcast. PMs in my network: feel free to book a time (or, you know, text me, you probably have my number). I would also appreciate if you could share or repost this to widen its reach. Click the link below to book a time to tell me your story. https://lnkd.in/d6hwuQJ6

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Reposting on Wednesday as I figure out how to repost something on LinkedIn! If you have product folks in your network with stories to share, please repost or share with them directly.

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🚀 Launchpad to a Solid Product Operating Model I've been getting a lot of questions through networking and conferences about the keys to success in product operations. One thing I always emphasize: never skip steps when it comes to your product operating model. If you know me, you know I always start with a fundamental question: What does your business strategy look like? What direction do you want to go in? Without a clear strategy, how can you ensure your products reach the right destination? I've experienced firsthand the pitfalls of misalignment between product and business groups. It's easy to get caught up in the allure of building the best possible experience or solution for your customers and users. In the product world, it's tempting to dive into the latest industry drivers, like Artificial Intelligence, and find ways to incorporate them into your roadmap. However, incorporating trends should never be done in isolation. Aligning these innovations with your strategic business strategy is crucial. This alignment not only helps drive better bottom-line results but also ensures you deliver superior experiences for your customers. 💡 Key Takeaways: - Start with a Clear Business Strategy: Define your direction before diving into product development. - Ensure Alignment: Make sure your product and business groups are on the same page. - Incorporate Trends Strategically: Use industry trends like AI to enhance your roadmap in ways that align with your strategy. - Focus on the Destination: Always keep your end goals in mind to guide your product development. By following these principles, you can create a product operating model that not only meets but exceeds your business objectives. #ProductOperations #BusinessStrategy #Alignment #Innovation #ArtificialIntelligence #ProductManagement #SuccessTips #ProductOperatingModel

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There's an oft-cited stat from Pendo that 80% of software features are rarely, if ever, used. While it's impossible to know the accuracy of that, it's not hard to believe. I've been part of multiple feature factories, where emphasis was put on new features to 'claim' rather than taking time to ensure we've actually solved the desired problem before moving onto the next. If you're a Product Manager/Leader in the Indy area, join us on August 14 for a conversation around best practices for measuring product success. We'll have food, drinks, and hopefully some great learnings! (Registration link in the comments)

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I love building teams but what I love more is building things. At the core I'm a kid looking for exciting problems to solve. I don't believe in VP/CPOs that don't tinker and that don't take on special projects where they actually get to build. Every level of product is responsible of building. Many companies make the mistake of not leveraging the best of their product folks to actually build. Many companies also make the mistake of converting their best to leads and managers because that is the only way up. That's insane. We need more creative builders. #productmanagement

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Unfortunately OpenAI o1 isn't "reasoning" or "thinking" as we humans define it. OpenAI has (intentionally?) muddied the UI/UX waters by introducing verbs like "thinking" / "analysing" etc. to encourage users to anthropomorphize what is going on behind the scenes. o1 is more like iterative prompt generation, and then doing next token prediction for each prompt using an agent. So, yes — it may generate better answers in some contexts, especially the ones where RLHF has been used on its chain-of-though processes (prompt generation), like maths and programming, but its likely to fall into many of the same general traps as next token prediction. The structure and sequence of tokens doesn't *generally* allow you to infer logic. Syntax is not semantics, and the jury is still out on what level of semantic generalisation LLMs can encode, to say nothing of their implementations of algorithms for logical inference and search. #LLM #OpenAI #o1

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There’s one key question to ask when prioritizing between competing product roadmap efforts: “If you could only give one thing to customers at the next product launch, and nothing else gets done, what would it be?” The answer to that question moves to the top of the list, then I repeat the question and work down the list. We use this method, among others, to build a top-to-bottom list of priorities across all R&D projects. That list helps my team members decide if they should spend time on task A or task B. Normally, prioritizing across everything can feel overwhelming, because there are so many factors to consider: value, level of effort, business viability, customer reach and so on. The question above seems simple, but that’s the point. It forces my brain to keep the customer as my number one focus.

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The afternoon Keynote @ Stripe Sessions was Fireside Chat between Patrick Collison (CEO of Stripe) and Jensen Huang (CEO of NVIDIA). Patrick was an excellent moderator — asked Jensen really probing, nuanced questions that Jensen answered with his usual sharp wit and unique (and impressively well rationalized) perspective. A couple of quotes among many that stuck with me: - “Current CPU installed market is $1 trillion of hardware, all of which will be upgraded to GPUs over the next 5 years. And I would estimate about another $1 trillion will be spent on top of that during the same time period as companies try to do more with AI. Add those together — and I think at least $2 trillion will be spent on GPUs in the next 5 years.” - “I like to go after Zero-Billion Dollar Markets — nonexistent markets that I envision & can rationalize well, but will be very hard, expensive & time-consuming to achieve.”

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I'm often asked about the difference between full-time and fractional product work. Here's one of the things I always tell folks -- fractional is all about impact, impact, impact 🔥 This means that the ability to develop context quickly, ramp up (and get educated) around new problem spaces & industries and sniff out potential challenges for a product and team are crucial...and also what makes the role so damn fun and dynamic. Side-note: This is not to say this isn’t the case with full-time work. The best full-time folks certainly adopt this mindset. But I know this to be *particularly* the case with fractional work and what you should expect when working with a stellar fractional professional.

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