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Unlike sales and marketing, who are responsible for very clear, measurable, deliverables (new/retained customers and leads respectively), product managers can’t be measured this way.
The outcome of good product management work is not contained in the product department but rather manifested in the performance of many other departments.
Measuring the performance of product managers is a real challenge for a number of reasons. When planning the product managers’ goals, this challenge can translate into taking the wrong direction altogether. Here is a new way to look at product management goals, and make them a useful tool for both you and your team.
The job profile of a product leader is akin to a CEO of a company.
A product leader is ultimately responsible for the success and failure of a product, and by extension, the company itself. This raises the question of what makes a true product leader.
We find out the traits of a model product leader and the product team in this book.
Product Leaders and Product Teams: Management Basics
We typically define product discovery in contrast with product delivery. Product discovery is used to describe the work done to make decisions about what to build, while product delivery is the work done to build, ship, and maintain a production quality product.
Good product discovery includes the customer throughout the decision-making process. There are dozens of tactics and frameworks that are often associated with product discovery: customer interviews, usability tests, A/B tests, demand tests, customer journey mapping, experience mapping, story mapping, OKRs, opportunity solution trees, ethnographic studies, customer visits, and so on.
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