Alright, let’s get right to it:
As a consultant, you support someone or a group of people in achieving something or improving their skills, and of course this can also be applied to product management.
Notoriously, typical areas of product consulting are coaching, trainings and workshops, usually aimed at a specific area such as product/market fit, product discovery, product analytics, implementing an operational framework, hiring a team…you name it.
During a Clubhouse session I received a very interesting question. As I’m at the same time a no-code maker, the question was if we still need to think about whether we should build a feature or not, now that the no-code movement made it so easy to build features and entire products.
My answer was clear: YES!
That we can build something doesn’t mean that we should build it.
Feasibility is only one part of the equation to decide whether we should build a feature/product or not. I’d even argue: Now that it’s so easy to build, we need to…
When you start out building a new product, you might think that having an idea and building it immediately is the direct way to success. In my entrepreneurial journey and as an ex-product manager I can tell you from experience that most of the time it’s not.
Instead, there are 4 areas that you should think about and validate those where you need some more information about.
Here are some details.
Let’s assume you don’t work for a company where the decision which new product to build is made by your managers just because they themselves or their cousin had…
Every individual has different preferences and expectations on culture. Some people want to work in a hierarchy-free, open and collaborative environment that gives you space for taking over responsibility. Others feel better and safe working in hierarchical environment where someone on the top makes the decisions and tells them what to do, and they on the other hand play the power game. You’ll have noticed now that I’m a fan of the former but I know — and find it okay — that many people feel more comfortable with the latter. And there are even more types of cultures but…
Recently I had a great conversation with Iulia Jacobsson, Head of Product at Beekeeper, about product value.
Our conversation started with the question: What is a Product Manager responsible for?
The answer seemed quite obvious: A Product Manager is responsible for creating value to customers in a way that it supports the business. But talking further about it showed that it’s not so easy to draw the line in the daily business. Where does our responsibility start and end?
Here’s how we went further down different areas of value creation and what a Product Manager is responsible for.
Recently I had a nice little conversation with a fellow Product Consultant Julian Wild about MVPs — Minimum Viable Products. He asked me what I think about MMPs — Minimum Marketable Products. From there, we got into Minimum Usable, Testable and Sellable Products, and agreed that MxPs are handier in practice than MVPs and MMPs. And that you can apply the concept of MxPs actually to any adopter group whenever you want to tackle the next growth phase.
Here’s my detailed answer:
The idea of the MVP was to build something small enough to deliver the core value of your…
An Agile Coach approached me and asked me for reference documents or people to share with him. He wanted to gather some examples on agile roadmaps but it was difficult for him to find good examples of agile roadmaps. Most of the examples that he found were far from agile.
Here’s my short answer (detailed thoughts below my answer):
“To be honest, I believe there’s nothing like an agile roadmap. …
My first smartphone was a Samsung Galaxy SI. My father bought it for me back then. It was 2011. No I was not a teenager… I had just turned 28… I just loved my Nokia so much back then. But I liked my Samsung as well. A hole new world opened to me. I used it for quite a while. After a small accident however, my brother gave me his iPhone 3G. My first iPhone. I hatet it and gave it back after using it 1 week. Since then, I’d been using Android in different shapes, but mainly in shape…