The power of metrics entered Product Management to change it forever. Before product metrics, we were shooting blindfolded. We just understood the result of our shots at the end of the game or even the championship. Feedback and learning took too long. We were relying on business metrics. Consider revenue…

Experience has taught us that we can never get everything we want done. If so, we have to be sure we get the most important things done first, or we risk not having the opportunity to do them in the future. That’s why prioritization is crucial. There are many ways…

As Product Managers, we need to make sure our product is consistently good throughout time, despite all the forces that try to interfere with it. This is our most challenging job. Feature requests rain down from every source. My-young-self would jump immediately to discussing roadmap prioritization and trade-offs, trying to…

During the past decade, roadmaps have become the pet peeve of many of us — mine too. How can we be agile, experiment, and be outcome-oriented while keeping a detailed plan of all the output that will happen in the next quarters? …

How can we be sure that the features we are developing will deliver value? This is a problem we’ll quickly run into when we start thinking about delivering value instead of features. The answer is simple: we often can’t know in advance what is valuable. Yet, it’s risky to proceed…

As Consumers, how often do we measure the value of a product by the number of features it offers? As Product Makers, how often do our Companies measure our progress by the number of features we produce? Outcomes over Outputs It’s common for Companies to mistake making features with making progress. But features…

Here’s a harsh truth: we can survive for a while with usability or performance issues, but without the core value of a product, we have nothing. Customers don’t have to buy our products, and users don’t have to use our features. …

Like it or not, there’s no escape. As Product Managers, we need to have an in-depth knowledge of the market and industry in which our product adds value and competes. And this includes having a deep understanding of the competitor landscape. What competitors should I keep an eye on? If we don’t know who our competitors are: first…

Like everything, products are born and then eventually die. This sounds tragic but it shouldn’t be. If all goes well, their life will be full of exciting challenges, happy conquers and will touch the lives of all those around them. Worth it! Throughout their life, products will go through different…