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The Ultimate Workflow of Creating Scroll-Based Animations

"NPS is a reflection of the company's ability to live up to its value proposition and how well it helps the customer get the job done"

"NPS is a reflection of the company's ability to live up to its value proposition and how well it helps the customer get the job done"

Requirements is a big topic. That’s why we have enlarged and updated our Requirements journal. Find out what’s new by signing up. FREE for Product Managers & Marketers. 21000+ read it

Another really great turnout for ! No surprise with rewardStyle's head of UX, speaking on the components of quality . Join us next month for and get to meet your DFW community!

If you're a student of on-the-ground retail product management, this article is a little treasure chest. => The Man Who's Going to Save Your Neighborhood Grocery Store

on the new porch reading 's book on effective product management. happy bri 🥰

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Welcome to the world of complexity, context and communication. It’s like the elephant and blind men metaphor but worse.

Replying to and

Every time this comes up, I go back to this succinct reminder for practitioners from .

Product managers report big misses related to development and innovation. Find out more.

Having trouble finding time to pause in your product management interview answers? Feel like your pauses are awkward? Here are a couple hacks that might help with your next PM interview.

Product managers report big misses related to agile development and innovation. Find out more.

Welcome to the 'How-To' of Digital Innovation! Learn more about our upcoming event, Digital Product by Design

Gosh, yes! if you're asking 'is this good?' rather than 'which is better?', you've gone wrong

Very lucky to be here and about to listen to Marty Cagan! ☺️☺️

Check out our online Webinar by Sr PM on "What is Human Product Management" 🙌🏽 Live in 30 min. Register here to join 👉🏼

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One of the values in multidisciplinary teams. #outsidethebox #ProdMgmt

New features are risky. You have to be very confident they will be valued, as they’re like children; you have support them no matter what.
—  Intercom on Product Management

People find a way to use your product different than what you thought. They will break it somehow & no body reads instructions. Yahoo’s business, product, engineering & design guys explain the evolving mobile strategy (building, shipping and getting products facing the consumer, knowing what they would like to see). 


Spend time on what you don't know

Every time you find yourself thinking, “Hmmmm, I don’t know about that”, or “Wow that’s complicated” - you’ve just identified the next thing you should spend time on.

Drive out the uncertainty as far as possible. If it’s a big problem that seems insurmountable, simplify it until you have somewhere you can start.

Work on creating a narrative that can be shared with others, to bring them in and make them part of the problem solving group.

The things that we don’t know are the things that can go wrong, and that can drag our projects out past our deadlines. They can derail our progress, disrupt our thinking, damage our plans and debunk our visions.

Don’t hide from the things you don’t know, attack them head on.

Sidestep objections by showing your working

Remember in school when you had to show your working for maths? This was so the teacher could give you marks for getting the method right, but getting the final answer wrong.

In just the same way, showing your working at work will get you bonus points.

When you present a recommendation, smart people will naturally think of alternatives. They can’t help it. They will ask you about them, like “but wouldn’t it be easier if we X?”, and “yeah but I’m sure I’ve heard about a thing called Y that would work well here” and so on.

If you don’t mention the alternatives, it looks like you haven’t considered them and you’ll get pulled up. If you mention them first, then you’re one step ahead.

Presenting other options and then explaining why you discarded them is like showing your working. It also gets people nodding along and agreeing with you. Option 1 is no good because X, option 2 is no good because Y, and so on. 

Then when you do get the recommended option, the alternatives are exhausted and everyone agrees with your conclusion because it feels natural and obvious. #winning

Learning to learn the things you don't know you need to learn...

Someone said something the other day about learning. It was actually about learning how to learn, and it got me thinking.

How much effort should I put into learning to learn?

If my ability to learn is suboptimal, then a certain percentage of my time spent learning will be wasted. But of course if I’m not very good at learning, what makes me think I’ll be able to overcome that and learn how to learn better?

What would learning to learn even look like?

This is all a bit confusing, but the same idea sort of extends out to the products we build. Most of us do learning unconsciously. We don’t observe ourselves “doing learning” or recognise it as a skill in its own right.

What skills do our customers and users need to get the most out of our products? How manny of those skills are we taking for granted?

What is the likely lost benefit to users by not having expertise in that skill, and what would be the likely increase in the value of the experience for the user if they could increase their skill?

What Product Managers can learn from the Movie "Inception"

All through my MBA, I had a dream. I will one day walk into a room full of people and present my “new idea”. I will present the idea with a lot passion and vigor and at the end … at the end everyone will rise from their chairs and give a standing ovation. 

But, I soon realized, within a few months into my own startup. Only results mattered, not the idea. You can share your idea in a presentation with everyone else, but if your idea doesn’t match to their own idea for the product, you are not going to impress them. So how do you get every one to love your idea?

Inception - You have to take your idea, and make it their idea. You need to make them believe it was what they always wanted to do. An idea that they came up with. Presentation plays an important role.

Identify the problems - Make sure everyone is aware and accepts the problems your startup is facing. If everyone is not solving the same problem, there is little chance you will have the same/similar plan of action to solve it.

Identify the Goal - You have identified 10 problems. But, your goal is to decide the biggest problem you want to fix, not everything. Agree on what problems you want to fix. This will increase your chances of agreeing on a solution.

Discuss - Here is when, your skills come into play. You have to ensure people have their voices heard (it will help you take a better decision too). And you should be able to integrate(reject if necessary) their suggestions into your plan. Only if you have their thoughts and ideas integrated can you have their buy-in, else you will have disgruntled people working on something that is forced on them.

Dispelling Myths About Lean Product Design

The more I talk about Lean Product Management and UX, the more skeptical people become. I like skepticism because it makes people start questioning ideas and reasons, which opens up a great dialogue. I have been trying to implement more lean practices at my new company. Some people are very excited about them, others are wary. I get it, change is scary, but it’s also wonderful sometimes. Here’s a few of the myths I hear and what I tell people.

Myth: MVPs are ugly

Fact: MVPs are as beautiful as you make them

I hear a lot of concern that Lean UX is lazy UX. People think implementing an MVP means just releasing a half-assed version 1 of your product. But MVPs do not have to be ugly or broken. In Jeff Gothelf’s Lean UX book, he suggests implementing a style guide for your site so when you create MVPs they fit in seamlessly to the site’s design. If you create an MVP that is drastically different than your current design, you are actually calling out that feature to the user as something “different”, which can skew your data by changing their behavior.

The most important thing to remember about an MVP is it is only a test. You still need to revisit it and build the feature after you prove that it’s worth the effort.

Myth: Lean stifles creativity

Fact: Building MVPs takes more creativity

Have you ever tried designing a great MVP? It’s fricken hard. MVPs are designed for learning. If you design wrong, you can destroy your experiment. It takes skill to be able to make a small feature set or completely separate UX element fit seamlessly into your product. You also need to have the discipline and will power to scale back on all the wonderful features you would like to design and implement, and just choose the most important one. When making an MVP, you are taking a single goal and designing around it to make a simple and effective test. Most of the time, simplicity is a lot harder to design for than complexity.

Myth: I just need to build the feature and they’ll use it, it’s too obvious for lean

Fact: Customers will only use something if it solves a problem

Lean is just plain common sense for product teams. Do you really want to spend thousands of dollars in salaries building a feature you don’t know customers will use? My team spent two sprints building a must-have feature involving organization. When I was talking to customers, I strategically beat around the bush to ask them if they had a need for it. They said no. In fact, they had no idea what I was talking about until I showed them the feature. When I pointed this out to others in our organization, they said “Well I know the customer said they don’t really care about that feature, but they’ll use it when we release it.” Will they? How can you be so sure? And do you want to take that expensive chance? When you start implementing lean, you talk to your customers early and often before building the feature. This doesn’t just help with justifying the resources, but also prioritization. In the same conversations, customers organically lamented about an edit feature they wish we had. We’re working on that feature now, but I would have prioritized it over the organization feature from the beginning.

Myth: Lean is rigid

Fact: Lean is quite flexible

When I explain lean processes, I get the response: “I usually don’t work with such a rigid process.” I’m shocked to hear this as often as I do, since that’s not the point of lean. Lean is a set of processes and guidelines that you should adapt to suit your company. It’s meant to work alongside agile development in the product space. People also get nervous about the minimum success criteria and data collection. They’re afraid to throw away an idea and miss out because the data is telling them it’s not worth it. If you come to that point where you think your idea is great and the data is telling you otherwise, the best thing to do is iterate. Try the experiment again and see if the data is matching up. You might find out there were external factors affecting your outcomes and it actually was a great idea! If you try it a few times and you’re getting the same results, it’s best to pivot using the feedback you collected. There is no set of rules that say you can’t iterate more than once.