Mironov.com Website Review

Strategic product thinking for the scrappy entrepreneur in all of us. tech product management; empathy as a core skill of product leaders; that we shouldn’t be envious of the biggest or shiniest tech companies; and why product managers shouldn’t claim to be the CEOs of their products. if that’s not their real intention. Poor communication meets unretractable threats. As managers, we need to avoid panic, listen for makes sense. But enterprise software companies can easily fall into the habit of including custom work in too many of their major deals… with disastrous results. This (long) post lays out root issues and possible solutions. time for that, and make it important enough to compete with other urgent work? That forces an architect or senior developer to manage a range of responsibilities they are not best equipped to handle: settling conflicting business priorities; internally “selling” the value of architecture; tying technical decisions to business metrics; making buyers. We need to listen, interview, understand and empathize with paying customers. Unmediated by marketing, sales or researchers. What organizational barriers block this essential work, and can we remove some of them? incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and What are the questions that various groups really want to ask, and how does that shape our roadmap conversations? and strategy to ROI-focused executives? Here’s my side of several recent conversations. time; product managers deal with whole customer segments. This naturally creates some friction, which good companies anticipate and Product Management, Consulting, Product Strategy, Agile Product Management, Technology Product Marketing, Lean Startup, Interim Product Executive, CPO, Product Management Organizations, Pricing, Packaging, Best Practices in Product Management, Product Camp, P-Camp,