Product-led is currently the shiniest of companies’ growth strategies. And for a good reason (among others): it is shaking up the old dusty B2B world! — In a B2B product, the person buying it isn’t typically the one who uses it. And the truth is that the buyer’s happiness has been historically more impactful. There’s been a sales team to moderate the conversation with buyers, and the strategy has been mostly sales-led. The sales team would…

When validating the success of product optimizations, after product metrics, the next big thing in our toolbox is A/B testing. When we launch something, we hope it’ll improve our product, and all our eyes will go to product metrics. We are curious to know if it was successful or not…

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? Promising a product plan that’s filled with certainty…

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. …