There are two issues with the labels of strategic and tactical product management:
- The tactical label lacks the glamour of a strategist, not to mention all the hard work that goes with it.
- Neither label is conducive to market/customer focus.
Opinions are like noses. Everybody has one when it comes to your product planning process. Just like noses, no two opinions are alike, making it difficult to garner broad support for any product plan. The speed bumps pop up every time you’re asked for more information leading up to the approval process. The Playbook: […]
“What’s on our strategic roadmap?” “What’s our product vision?” If you’re the head of products or strategy in a B2B organization, you’re constantly fielding the “product vision and strategic roadmap” questions. A different approach to answering these questions will help you articulate a vision that energizes everyone and simplifies the execution of your product, marketing and sales plans. The Playbook: […]
There’s a universal product management framework that takes product management, product marketing and sales enablement down to the lowest common denominator. Regardless of what you’re doing in any of these functions, it all starts here. The Playbook: […]
If you want to build amazing products that engage and retain customers, the approach is simple. Understand the customer organization from top to bottom, not just your users. The best product teams uncover needs from the top of the organization down to understand the relationship between strategic, operational, and tactical needs — not only when building requirements, but throughout the product lifecycle. The Playbook: […]