The product manager’s path to influence Watch on YouTube TLDR In my recent conversation with Francesca Cortesi, CPO, we explored why the popular phrase “CEO of the product” can be misleading for product managers. Francesca explained that while this concept aims to emphasize ownership and decision-making authority, successful product management actually requires a different approach. Instead of acting as a sole decision-maker, today’s product managers need to excel at facilitation, stakeholder collaboration, and building trust across teams. She shared insights from her experience leading product teams at various organizational scales and helping companies transform their product vision into measurable business growth. Key Topics The evolution from the traditional “decision-maker” model to a modern “facilitator” approach in product management How product management roles and responsibilities vary across different organization sizes and contexts Essential skills for product management success: trust building, stakeholder management, and collaborative leadership Setting clear role boundaries and expectations in product management positions Practical strategies for navigating product management challenges while maintaining customer focus Career development considerations for product managers, including different growth paths and role transitions Introduction Ever heard someone call product managers “CEO of the product”? It’s a catchy phrase that has attracted some people to product management, but it certainly doesn’t tell the whole story. In today’s discussion we’ll break down where the CEO comparison holds up, where it falls short, and most importantly what makes product management a uniquely challenging and rewarding role in its own right. Along the way we’ll explore how the role varies across different organizations and discuss the critical skill of defining and managing the boundaries of that product management role. If you’re considering how to grow your product management career and your influence, this episode will give you some clarity about what success really looks like in this field. Our guest is Francesca Cortesi, CPO and consultant for some of Europe’s multi-billion dollar brands and fastest growing businesses. Recently, at Hemnet, Sweden’s beloved property platform, she led product development that drove a 130% increase in top line revenues, making it the growth engine of the business. She now runs her own consultancy, helping CEOs scale their companies by transforming product vision into measurable business growth. The Reality Behind “CEO of the Product”: Redefining the Product Manager’s Role The “CEO of the product” concept emerged when product management literature was scarce, and professionals often had to figure out their roles with limited guidance. Early in her career, Francesca encountered this phrase alongside the common description of product management as sitting at the intersection of business, user experience, and technology. While this description aimed to emphasize ownership and agency in decision-making, it created some misconceptions about the role. Traditional View Modern Reality Product manager as primary decision maker Product manager as skilled facilitator Information flows through PM as central point PM enables direct cross-functional collaboration Focus on authority and control Focus on influence and alignment Today’s product management landscape has evolved significantly. While the role still requires strong leadership skills, the most successful product managers approach their work differently than what the “CEO of the product” phrase might suggest. Instead of focusing on authority and control, they excel at facilitation, stakeholder collaboration, and building trust across teams. This shift reflects a deeper understanding of how successful products are built in modern organizations. As we’ll explore in this article, effective product management requires a unique blend of skills that goes beyond traditional leadership models. Whether you’re an aspiring product manager, a seasoned professional, or a leader developing your product team, understanding these nuances is necessary for success in today’s product landscape. The Evolution of Product Management Understanding Francesca shared how her understanding of product management transformed over her career, moving from a traditional decision-maker model to a more nuanced facilitator approach. This evolution offers valuable insights for product managers at all career stages. The Traditional Decision-Maker Model: A Limited View Early in her career, Francesca interpreted the “CEO of the product” concept literally, believing her primary role was to make decisions. She positioned herself at the intersection of different functions, collecting input from business stakeholders to define problems, then transmitting requirements to development teams to create solutions. This approach, while common, created several challenges: Information bottlenecks formed when all communication flowed through the product manager Stakeholders became disconnected from understanding product development complexities Development teams lost direct insight into business context and customer needs The product manager’s personal biases could inadvertently filter or alter important information The Modern Facilitator Model: A Better Approach As Francesca’s experience grew, she discovered that effective product management requires a different mindset. The role isn’t about being the sole decision-maker, but rather about: Key Responsibility Implementation Approach Facilitating Discussions Creating spaces for direct dialogue between stakeholders Identifying Decision Makers Understanding who is best positioned to make specific decisions Driving Progress Keeping initiatives moving forward through collaboration Building Understanding Helping teams grasp complex business and technical contexts This evolved understanding acknowledges that no single person, even a CEO, can be an expert in all areas. Instead, successful product managers excel at bringing together diverse perspectives and expertise to create better outcomes. This shift isn’t about abdicating responsibility. Rather, it’s about recognizing that the most effective product decisions emerge from collaborative processes where all stakeholders can contribute their expertise directly. This approach leads to better solutions and stronger buy-in from teams responsible for building and supporting the product. The facilitator model also addresses a common challenge in product management: the need to drive progress without direct authority over many of the people involved. By focusing on facilitation rather than control, product managers can maintain momentum while building the trust and relationships necessary for long-term success. This evolution in understanding reflects broader changes in how modern organizations approach product development. As products become more complex and teams more specialized, the ability to facilitate effective collaboration becomes increasingly valuable. Key Motivations and Misconceptions in Product Management Throughout my years of teaching and practicing product management, I’ve asked hundreds, if not thousands, of product managers why they chose this career path. During my conversation with Francesca, we explored these common motivations and the misconceptions that often accompany them. Why People Choose Product Management Three primary motivations consistently emerge when people discuss their attraction to product management: Motivation Reality Challenge Creating Customer Value Direct impact on solving customer problems Balancing customer needs with business constraints Organizational Influence Ability to shape product direction Learning to influence without authority Strategic Overview Understanding the bigger picture Managing competing priorities and perspectives Common Misunderstandings About the Role Francesca highlighted several misconceptions she encountered when working with and mentoring product managers: Many believe becoming a product manager automatically grants decision-making authority Some think their job is to have all the answers rather than facilitate finding solutions Product managers often struggle with undefined boundaries of their role These misconceptions can lead to frustration when new product managers encounter the reality of the role. Francesca shared that she often heard product managers say, “We can just solve this because I’m the CEO of the product,” not realizing that the product is much bigger than any individual’s authority. Bridging the Gap Successfully navigating these misconceptions requires understanding that: 1. Influence and authority are different skills 2. Product success depends on collaborative decision-making 3. Role boundaries vary significantly by organization 4. Leadership doesn’t always mean management Many professionals enter product management from technical backgrounds, such as engineering or development. While these backgrounds provide valuable technical knowledge, they don’t always prepare individuals for the people-focused aspects of product management. This transition often requires developing new skills and sometimes discovering whether you actually enjoy the highly collaborative nature of the role. This understanding leads to an important question that Francesca posed: “How do we know that this is what we like?” Not everyone who excels at technical work will enjoy or excel at the collaborative, facilitative aspects of product management. Recognizing this early can help professionals make better career choices and find roles that align with their strengths and preferences. Essential Skills for Product Management Success My discussion with Francesca revealed that success in product management hinges on two key competencies: building trust capital and mastering stakeholder management. These skills form the foundation for effective product leadership, regardless of organization size or industry context. Building Trust Capital A key element for product management success is trust capital—how much you’re able to make people around you trust you. Francesca explained that trust capital comes from two primary sources: Trust Component How to Develop It Why It Matters Deep Field Understanding Immerse in industry knowledge, market dynamics, and technical aspects Enables credible participation in strategic discussions People Skills Focus on empathy, communication, and relationship building Creates foundation for effective collaboration A significant insight Francesca shared was her evolution from trying to convince others of her ideas to truly empathizing with their perspectives. Early in her career, she focused on building compelling arguments to win support for her decisions. However, she discovered that success comes from understanding where others see opportunities and why they prioritize certain approaches over others. Mastering Stakeholder Management Effective stakeholder management requires a proactive approach. Francesca outlined several key strategies: Early Involvement: Engage stakeholders at the beginning of initiatives rather than presenting finished solutions Collaborative Ownership: Help stakeholders feel the solution is theirs by incorporating their input meaningfully Cross-functional Alignment: Ensure marketing, sales, and customer support believe in the product direction This approach doesn’t mean everyone needs input on every decision. Instead, it means identifying key stakeholders and involving them at appropriate points in the process. From Convincing to Collaborating The shift from convincing to collaborating represents a fundamental change in how product managers approach their role. Instead of preparing perfect presentations for the boardroom, successful product managers: 1. Hold preliminary discussions to understand concerns and perspectives 2. Build consensus through ongoing dialogue 3. Incorporate diverse viewpoints into product strategy 4. Create shared ownership of solutions This collaborative approach yields several benefits: Benefit Impact Stronger Solutions Multiple perspectives lead to more robust product decisions Better Buy-in Early involvement creates natural advocates for the product Faster Implementation Aligned teams move more quickly and effectively Sustainable Success Collaborative wins create foundation for future cooperation Francesca noted that these skills become increasingly important as product managers advance in their careers. Whether moving toward senior individual contributor roles or people management positions, the ability to build trust and manage stakeholders effectively remains crucial for success. The Varying Nature of Product Management Roles Product manager occupy various roles across different organization, so it is important for them to understand their specific context and adapt their approach accordingly. Impact of Organization Size The size of an organization significantly influences the scope and nature of product management roles: Company Stage Role Characteristics Key Challenges Startup Broad responsibilities, including customer support Wearing multiple hats while maintaining focus Scale-up (100-200 people) More defined role with clearer boundaries Establishing processes while maintaining agility Enterprise Specialized focus on specific features or products Navigating complex organizational structures Context-Specific Variations Francesca highlighted two distinct contexts that shape product management roles: 1. Product-as-Company Environment Digital-first businesses where the product is central Clear connection between product metrics and business success Direct influence on company revenue and growth 2. Product-as-Channel Environment Traditional businesses with digital components Product serves as one of multiple channels Need to align with broader business strategies For example, Francesca contrasted a digital marketplace with a luxury retailer like Gucci. While the marketplace’s product team directly drives business success, Gucci’s digital product team supports a broader retail strategy where physical products generate most revenue. Organizational Considerations The role’s scope can vary dramatically based on organizational structure: Scope Type Description Example Full Product Ownership of entire product or product line Complete marketplace platform Feature Focus Responsibility for specific functionality Search feature in office software Channel Management Digital presence for traditional business E-commerce platform for retailer Francesca noted that these differences often relate more to company stage than industry type. As organizations grow, product management roles typically become more specialized and focused on smaller components of the overall product strategy. Managing Internal Competition An important challenge Francesca highlighted was managing internal competition between products or channels. Product managers must navigate situations where: 1. Different products target overlapping market segments 2. New digital channels might cannibalize traditional sales 3. Multiple teams compete for the same resources 4. Various stakeholders have conflicting objectives Success in these situations requires strong stakeholder management skills and regular engagement with key decision-makers to understand their objectives and help them achieve their goals while maintaining product focus. Setting Clear Role Boundaries Francesca emphasized how important it is to establish clear boundaries and expectations in product management roles, especially as organizations scale and evolve. Establishing Expectations Francesca recommended conducting expectation workshops, particularly during key organizational transitions. These workshops should address: Expectation Area Key Questions to Address Why It Matters Role Definition What specific responsibilities fall under the PM role? Prevents scope creep and role confusion Success Metrics How will performance be measured? Aligns efforts with business goals Support Needs What resources are needed for success? Ensures proper enablement Stakeholder Engagement Who are the key stakeholders and how often to engage? Sets communication standards Managing Role Evolution As organizations grow, product management roles often shift dramatically. Francesca highlighted several key considerations: Different roles require different skills (individual contributor vs. management) Career progression isn’t always linear The higher you go, the less direct product work you do Not everyone wants or needs to become a people manager Creating Clear Guidelines Francesca recommended being explicit about expectations in several key areas: 1. Customer Interaction Required frequency of customer contact Expected depth of market understanding Methods for gathering customer feedback 2. Business Understanding Knowledge of revenue models Understanding of key metrics Grasp of market dynamics 3. Stakeholder Management Required meeting cadence Communication expectations Decision-making processes Adapting to Change Organizations need to revisit role boundaries regularly, especially during: Transition Point Required Actions Company Growth Phases Redefine roles and responsibilities Leadership Changes Align on new expectations Strategy Shifts Update success metrics Team Expansion Clarify reporting structures What works in one company or context might not work in another. Product managers often join new organizations with expectations based on previous experiences, which might not align with their new environment. Regular expectation alignment helps prevent confusion and ensures everyone understands their role in driving product success. Call out unreasonable expectations, such as excessive stakeholder meetings that prevent meaningful customer interaction. The key is approaching these discussions with solutions rather than complaints, showing how adjustments could improve overall impact. Practical Advice for Product Managers Francesca shared valuable insights for product managers navigating their roles, drawing from her experience both as a product leader and consultant to major European brands. Her advice focused on practical approaches to common challenges and sustainable professional development. Navigating Role Challenges When facing common product management challenges, Francesca recommended several key strategies: Challenge Solution Approach Expected Outcome Too Many Stakeholder Meetings Analyze impact of activities and propose alternatives More time for high-value work Unclear Decision Authority Define decision-making frameworks with leadership Faster progress on initiatives Limited Customer Interaction Make customer contact non-negotiable Better product decisions Execution Pressure Validate assumptions before full implementation Reduced risk of failure Avoiding Common Pitfalls Francesca highlighted several modern product management pitfalls to watch for: Following industry best practices without considering context Implementing frameworks without understanding their purpose Prioritizing execution speed over proper validation Losing touch with customer needs due to internal focus Professional Development Strategies For ongoing growth, Francesca recommended focusing on: 1. Context-Aware Learning Study industry best practices but adapt them to your environment Understand why certain approaches work in specific contexts Learn from both successes and failures 2. Expectation Management Regularly align with managers on priorities Document and track role expectations Proactively address misalignments 3. Impact Measurement Area Measurement Approach Value Creation Track key product metrics and customer outcomes Team Effectiveness Monitor collaboration quality and decision speed Stakeholder Satisfaction Regular feedback and alignment checks Customer Understanding Depth and frequency of customer insights Maintaining Focus on What Matters Product managers should: 1. Prioritize customer insights over internal politics 2. Focus on facilitating good decisions rather than making all decisions 3. Build collaborative relationships across the organization 4. Keep learning and adapting their approach as contexts change While books and frameworks provide valuable guidance, success comes from understanding your specific context and adapting best practices accordingly. Maintain a learning mindset while staying focused on creating value for customers and the business. Conclusion As product management continues to mature as a discipline, we’re seeing a shift away from the oversimplified “CEO of the product” concept toward a more nuanced understanding of the role. Success comes not from authority or control, but from the ability to facilitate collaboration, build trust, and maintain focus on creating value for customers. The most effective product managers embrace this evolution, recognizing that their impact comes not from making every decision, but from enabling better decisions through collaboration and shared understanding. By focusing on building trust capital, managing stakeholder relationships effectively, and adapting their approach to specific organizational contexts, product managers can drive success while maintaining enthusiasm through the inevitable challenges along the way. Useful Links Check out Francesca’s website to learn about her mentorship service and to get free resources Connect with Francesca on LinkedIn Innovation Quote “Success is being able to go from failure to failure without losing your enthusiasm.” – Winston Churchill Application Questions Which decisions about your product are you currently acting as a bottleneck for? How well do your current role boundaries and expectations align with your organization’s needs? How could your team benefit from improved stakeholder management? How could you build stronger trust capital in your organization? What internal activities could you eliminate or delegate to create more space for customer understanding? Bio With over a decade of product leadership experience, Francesca Cortesi knows what it takes to turn big ambitions into real, scalable outcomes. She specializes in helping growing companies go beyond market fit and scale sustainably, focusing on clear strategies, practical frameworks, and fostering strong collaboration across teams. Drawing from her experience as Chief Product Officer and Head of Product, Francesca enables businesses to drive results that matter—for both the business and its customers. A passionate advocate for human-centered leadership, she shares insights through speaking and thought leadership, helping founders and teams navigate the exciting (and messy!) journey of scaling. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Serial innovators see dead people Watch on YouTube TLDR The transformation of Olay from a declining “Oil of Old Lady” brand into a market-leading skincare innovator offers valuable lessons for product managers and innovation leaders. Through deep consumer research, strategic pricing, and holistic product development, P&G’s Nancy Dawes led a team that created an entirely new market category of “mass-prestige” skincare products. The success of this transformation hinged on understanding consumer psychology, developing innovative technology, and carefully positioning the product between mass market and luxury price points. Key Topics Characteristics and strategies of successful serial innovators in product development Comprehensive approach to consumer research and insight gathering Strategic product positioning and pricing in the mass-prestige market Integration of technical innovation with consumer psychology Organizational navigation techniques for innovative product managers Holistic approach to product development and brand transformation Market validation and testing strategies for premium products Cross-functional expertise development for product innovation Introduction Remember when Pringles was just another potato chip, or when Olay was losing its shine in the cosmetics aisle? If you’ve ever wondered how struggling brands transform into market leaders, you’re about to get a masterclass in product innovation and consumer insight. Today, we’re joined by Nancy Dawes, a legendary force in product transformation who tripled Pringles sales and breathed life into the Olay brand by creating new product lines. She was Proctor & Gamble’s first female engineer to be honored as a Victor Mills Society Research Fellow. Nancy has also been recognized as a Serial Innovator—featured in the book Serial Innovators: How Individuals Create and Deliver Breakthrough Innovations in Mature Firms. She spent 38 years at P&G mastering the art of understanding what customers want before they know they want it. After retiring from P&G, Nancy continues to guide founders and entrepreneurs in creating products customers love and also volunteers with Ohio State College of Engineering and Girl Scouts of Western Ohio. Whether you’re leading a product team at a Fortune 500 or founding a startup, Nancy’s proven approach for uncovering consumer insights and driving breakthrough innovation could be the difference between your product’s decline and its dramatic comeback. Serial Innovation in Product Development Nancy characterized serial innovators as those who: conceive new ideas for products that solve problems develop those ideas into breakthrough new products and services invent technologies as needed along the way guide those products into the market for commercial success Serial innovators solve important consumer problems, and often figuring out the right problem is just as important as fixing it. They invent new technologies to support their solutions and follow their products into the marketplace rather than handing them to someone else. The Olay Transformation: A Product Innovation Case Study Nancy told the story of how Olay transformed from a struggling brand, called “Oil of Old Lady” by some customers, to a market leader through strategic product innovation. The story begins in 1985 when P&G acquired Olay, which was then known as Oil of Olay. By 1995, when Nancy joined the project, the brand had declined by approximately 50% in value. Market Analysis and Opportunity Recognition Nancy identified four factors that created the perfect environment for transformation: Demographic Opportunity: 75 million Baby Boomer women were entering their prime skincare years, ready to reinvent aging Technology Evolution: The emergence of alpha hydroxy acids moving from professional to consumer products Corporate Support: Strong leadership commitment to winning in the skincare category Expertise Alignment: Right combination of technical knowledge and consumer understanding Initial Assignment vs. Strategic Vision Nancy’s original assignment was simply to create a superior facial moisturizer, but Nancy recognized that just having a better product wasn’t enough for success and it wasn’t really what the women who were buying skincare and starting to age really wanted. She came to this conclusion by using what she calls “kitchen logic”—understanding both what women wanted and how women believed anti-aging skin care products worked. Customers believed products need to penetrate the skin to work. They wanted to develop a product that is efficacious and that women intuitively feel is working. Connecting the Dots To create a product that delights customers, Nancy and her team had to “collect and connect” many dots—considering many areas that were important to customers. Their innovations included: Design Element Strategic Purpose Short, squat jar Communicates cream efficacy Pump mechanism Suggests absorption and precise dosing Large window carton Creates shelf visibility Simple graphics Encourage counter display Light-reflecting particles Reduce appearance of fine lines and wrinkles in the short-term Innovative combination of ingredients Reduces signs of aging in the long-term Consumer Research and Insight Development: Understanding the Skincare Market Nancy’s approach to consumer research demonstrated how product managers can gain deeper insights by going beyond traditional market research methods. Her commitment to understanding consumer behavior firsthand led to breakthrough insights that shaped Olay’s transformation. Research Methodology Nancy’s comprehensive research approach included: Personal conversations with over 1,000 women about their skincare routines and preferences In-home visits to observe real product usage patterns Shopping with customers to learn their packaging preferences Blind product testing without branding to understand true value perception Analysis of the consumer decision-making timeline in skincare Understanding the Consumer Journey By observing customers do their skincare routines, Nancy learned that after a customer first uses the product, she thinks about how it makes her feels. Over the next few days, she checks whether her fine lines and wrinkles are disappearing. After 2-3 weeks, she decides whether to keep using the product, but the bioactive ingredients take a few months to work. This knowledge led to Olay adding light-reflecting particles to reduce the appearance of fine lines and wrinkles, encouraging customers to keep using the product long enough for the bioactive ingredients to start working. Market Positioning and Pricing Strategy: Creating the Mass-Prestige Category Nancy learned from customer focus groups that customers perceived Olay’s product as a department store product that would cost $30-40. Olay created the “mass-prestige” skincare category, launching their Total Effects skincare as a $20 prestige product but in the mass channel. To validate the premium positioning, the team conducted extensive testing, including blind tests in which Olay outperformed leading department store brands in improving seven signs of aging. Developing a Different Product Nancy realized early-on that it wouldn’t be enough to develop a better product. Olay needed a different product. Rather than just staying comfortable as a product developer, Nancy acted as a serial innovator and took the risk of launching an entirely new brand. Nancy identified a significant market gap between cheap mass market skincare and expensive department store skincare. Their customers shopped at both places. They tested different price points and found that $20 was inexpensive enough for mass market shoppers and expensive enough to be a high-quality department store product. Navigating Organizational Challenges One of the most valuable insights Nancy shared was about managing the challenges serial innovators face within large organizations. She acknowledged that innovators often feel like “square pegs in round holes” and offered practical strategies for success: Make the “implicit explicit” by creating visual models and clear documentation of your thinking process Build a network of mentors and allies who understand and support your approach to innovation Identify and execute critical experiments that can validate your ideas to stakeholders Learn to communicate complex, interconnected ideas to linear thinkers in your organization Nancy’s experience showed that while holistic innovation might look simple once completed, the process of getting there can appear chaotic to others in the organization. The key is helping others understand your thought process and building support for your approach through clear evidence and results. The Spider Web Nancy compared the work of a serial innovator to a spider in its web: Intimacy with the Problem: Just as a spider is intimately connected to its web, successful innovators maintain close contact with the problems they’re solving. This means getting personally involved in consumer research and product testing. Multi-Domain Mastery: Like a spider’s expertise in web building, vibration analysis, and food capture, innovators need deep knowledge across multiple domains. Nancy called this becoming an “M-shaped innovator” rather than just having depth in a single area. Integration of Knowledge: Serial innovators must connect insights across different areas, similar to how a spider interprets various web vibrations to make decisions. Environmental Awareness: Understanding when and where to build the web is as crucial as knowing how to build it – timing and organizational context matter significantly. Conclusion The transformation of Olay from a declining brand into a market leader offers valuable lessons for today’s product managers and innovation leaders. Through Nancy’s systematic approach to consumer research, strategic product development, and market positioning, we see how breakthrough innovation happens when technical expertise meets deep consumer understanding. Her story demonstrates that successful product transformation requires more than just creating better products – it demands a holistic approach that considers every aspect of the consumer experience. For product managers looking to drive innovation in their organizations, the key takeaway is the importance of becoming what Nancy calls an “M-shaped innovator” – someone who can master multiple domains while connecting insights across disciplines. Whether you’re working to transform an existing product or create an entirely new category, success depends on your ability to combine consumer insights, technical innovation, and strategic thinking while building the organizational support needed to bring transformative ideas to market. The Olay case study shows that with the right approach and persistence, even the most challenging product transformations are possible. Useful Links Watch Nancy Dawes and Bruce Vojak’s webinar, “Serial Innovators” Check out Nancy and Bruce’s PDMA session, “Are You Firing the Wrong People?” Connect with Nancy on LinkedIn Innovation Quote “I see dead people.” – Nancy Dawes, based on The Sixth Sense Application Questions What research methods could you use to better understand your users’ unstated beliefs and assumptions about your product category? What evidence would you need to gather to validate a new price positioning for your product? Looking at your current product development process, how could you better integrate immediate user satisfaction with long-term benefits? What early indicators could you provide to users that would encourage them to stick with your product long enough to see its full benefits? How could you become more of an “M-shaped innovator” in your organization? What additional domains of expertise would help you better connect insights across different areas of your product development process? Think about a current challenge in your product line: How could you use small-scale experiments to validate your hypotheses before requesting major organizational investments? What would be your equivalent of Nancy’s early package testing? Bio Nancy is a recognized Serial Innovator from Procter & Gamble for her transformative work on Pringles, Olay, & Head & Shoulders.  She was instrumental in creating the anti-wrinkle, masstige skin care movement inside the $135 billion global skin care category via her pioneering work which turned a declining Olay brand into a $2.5 billion powerhouse.  She led global teams that demonstrated improvement in skin health and appearance, strategized proprietary materials, innovated packaging and product characteristics with uniquely strong consumer appeal and enabled pricing that led to holistic business wins for P&G.  Bookending this program, she employed similar methods and achieved similar results in P&G’s global Head & Shoulders and Pringles’ brands.  Nancy’s string of achievements caused P&G to elevate her to the level of its most elite scientists and engineers (Vic Mills society) and the Ohio State College of Engineering to award her the 2021 Benjamin Lamme Medal for Meritorious Achievement in Engineering.   After 38 years at P&G, Nancy leverages her innovation experience providing training to help companies/people improve their innovation capability.  She is an active volunteer for Girl Scouts and the College of Engineering at Ohio State. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Discover how the Jobs-To-Be-Done framework reveals what drives customer choices, using McDonald's milkshakes as a prime example. Hear how Mars differentiated Snickers from Milky Way by understanding consumer motivations. Bosch's entry into the circular saw market showcases the power of ethnographic research for product innovation. Explore the contrasting approaches of consumer demand and job analysis, and learn practical tips for conducting effective customer interviews. Curiosity emerges as a vital trait for successful product management.

How serial innovators transform product management Watch on YouTube TLDR Navigating innovation in mature organizations requires a unique approach that goes beyond traditional business strategies. During my conversation with Bruce Vojak, PhD, a leading expert in breakthrough innovation, we explored the challenges and opportunities for product managers and business leaders seeking to drive meaningful organizational change. The key is understanding how serial innovators can transform business potential and overcome deeply entrenched operational mindsets. Understand the concept of serial innovators and their unique value to organizations Learn strategies for overcoming innovation barriers in mature businesses Discover practical tools for fostering a culture of continuous innovation Explore real-world examples of successful innovation in different industries Develop a mindset that embraces creative problem-solving and organizational renewal Introduction Innovating is tough for businesses. Companies find something that works and gives them a competitive advantage and then tend to stick with it, limiting meaningful innovation over time. Since you are an innovator, you already know where your organization struggles with innovation. I have had the pleasure of coaching some of the best organizations in their industry and I can tell you every company can improve how it innovates. Let’s get some help and learn how to talk about the importance of innovation with senior leaders and the tools that can help organizations be better at innovation. Joining us is Dr. Bruce Vojak, founder of Breakthrough Innovation Advisors. He helps companies survive and thrive in a volatile, complex, and increasingly ambiguous world. Bruce has a unique and powerful mix of expertise in product innovation, including as a Director at Motorola, and in academia and research, serving at the Grainger College of Engineering at the University of Illinois at Urbana-Champaign and previously as a researcher at MIT Lincoln Laboratory. His research in innovation has been published in several places, including his recent book No-Excuses Innovation and his practice-changing book Serial Innovators. The Challenge of Innovation in Today’s Business Landscape Mature businesses typically have three strategic options when facing innovation challenges: Strategy Description Extend Current Model Optimize existing processes and incrementally improve current offerings Lean Optimization Focus on reducing costs and improving operational efficiency Pursue Innovation Develop breakthrough solutions and explore new market opportunities The most successful organizations recognize that innovation is not a one-time event but a continuous process. It requires a unique approach that goes beyond traditional management techniques. Product managers and business leaders must create an environment that nurtures creative thinking, supports risk-taking, and values the unique perspectives of serial innovators within their organizations. By understanding these challenges and adopting a proactive approach to innovation, businesses can transform potential obstacles into opportunities for growth and renewal. Understanding Serial Innovators: The Breakthrough Difference Serial innovators are a unique breed of professionals who consistently drive breakthrough innovations within organizations. These individuals possess a remarkable ability to see opportunities where others see roadblocks. Bruce’s research, highlighted in the groundbreaking book Serial Innovators revealed fascinating insights into these exceptional team members. Unlike traditional employees who often work within established frameworks, serial innovators approach challenges with a fundamentally different mindset. They’re not just thinking outside the box – they’re reimagining the box entirely. Characteristics of Serial Innovators What sets these individuals apart? Bruce’s research identified several key traits: Exceptional ability to understand unarticulated customer needs Willingness to challenge existing organizational assumptions Capability to reframe complex problems in unique ways Intrinsic motivation to drive meaningful change The Value They Bring to Organizations Serial innovators are not just creative thinkers – they’re strategic assets. Many of the most significant breakthroughs in business come from these individuals who: Innovation Capability Organizational Impact See Patterns Others Miss Identify new market opportunities before competitors Navigate Organizational Challenges Build bridges between departments and break down silos Drive Continuous Improvement Create sustainable paths for business renewal One insight from Bruce’s research was the diverse backgrounds of these innovators. Interestingly, most serial innovators he studied did not have traditional business degrees. Instead, they learned business “on the street” – through direct experience, observation, and an innate ability to solve real-world problems. The key for organizations is not just identifying these individuals, but creating an environment that nurtures and supports their unique approach to innovation. This means moving beyond rigid processes and embracing a more flexible, human-centered approach to product development and organizational strategy. By recognizing and empowering serial innovators, companies can transform their innovation potential and create sustainable paths for growth in an increasingly competitive business landscape. Overcoming Innovation Barriers in Mature Organizations Innovation doesn’t happen by accident. Organizations often struggle to break free from the gravitational pull of their existing business models. Mature companies, in particular, face significant challenges when attempting to drive meaningful innovation. Most organizations inadvertently create barriers that prevent breakthrough thinking. These barriers can be deeply ingrained in company culture, organizational structure, and management approaches. Functional departments often become siloed, with each team focused narrowly on their specific performance metrics, creating natural resistance to cross-functional innovation efforts. Common Innovation Roadblocks Comfort with existing successful business models Reward systems that discourage risk-taking Rigid organizational hierarchies Fear of failure and short-term performance pressures Tools and Frameworks for Innovation Success Having the right tools can make the difference between innovation success and failure. While processes alone don’t guarantee breakthrough innovations, they provide essential frameworks for structured thinking and exploration. Bruce shared valuable insights about combining traditional innovation approaches with more unconventional methods. The key is understanding that these tools should enable rather than constrain creative thinking. Essential Innovation Tools Tool Type Purpose Key Benefits Design Thinking Customer-focused problem solving Ensures solutions address real needs Lean Innovation Rapid experimentation Reduces waste and speeds learning Phase-Gate Process Risk management Provides structured decision points Open Innovation External collaboration Accesses diverse perspectives Strategies for Breaking Through Bruce emphasized that successful serial innovators often practice what he calls “understanding unarticulated assumptions.” This means looking beyond surface-level problems to identify deeper patterns and opportunities. The most effective innovation tools support this kind of deep exploration while providing practical frameworks for moving ideas forward. The key is remembering that these tools should serve as enablers rather than constraints. Whether you’re using design thinking, lean methodologies, or another framework, the goal is to support and amplify innovative thinking, not replace it with rigid processes. Leading Innovation: Strategies for Success Navigating organizational resistance to innovation requires a delicate balance of leadership approaches. Bruce shared several powerful strategies that successful innovation leaders use to drive meaningful change in their organizations. Three Key Approaches to Innovation Leadership Strategy Description When to Use Direct Advocacy Making compelling arguments for innovation When leadership is receptive to new ideas Strategic Maneuvering Building coalitions and influence When facing organizational resistance Quiet Momentum Working behind the scenes until projects become “too big to fail” When direct approaches might face early rejection The “quiet momentum” approach proved particularly interesting. Bruce shared examples of successful innovation leaders who chose to work quietly on breakthrough projects until they became too significant to ignore. This strategy often works well in organizations where traditional innovation processes might stifle creativity early on. Building Innovation Support Effective innovation leaders focus on: Creating psychological safety for teams to experiment and take risks Developing cross-functional relationships to navigate organizational barriers Identifying and nurturing potential serial innovators within the organization Building credibility through small wins before pursuing larger innovations One insight from our discussion was the importance of understanding organizational context. What works in one company might fail in another. The most successful innovation leaders adapt their approach based on their organization’s culture, structure, and readiness for change. Bruce emphasized that innovation leadership isn’t just about managing processes – it’s about creating environments where breakthrough thinking can flourish. This often means protecting innovative teams from bureaucratic constraints while still maintaining enough structure to deliver results. The key is finding the right balance between structure and freedom, between direct advocacy and behind-the-scenes work, and between short-term results and long-term innovation potential. Success often comes from knowing when to push forward and when to build quiet momentum for change. Real-World Innovation Success Stories In my discussion with Bruce, we explored several compelling examples of successful innovation in mature industries. These case studies demonstrate how organizations can achieve breakthrough results even in traditionally conservative markets. Innovation in Action: Key Examples Company Innovation Key Insight Slice Reimagined Box Cutter Finding innovation opportunities in commodity products West Tech Automation Electric Vehicle Manufacturing Breaking traditional supplier-client relationships Midtronics Battery Management Systems 40-year culture of continuous renewal The Slice box cutter case particularly stands out. In a market where box cutters were seen as pure commodities, the company identified opportunities for meaningful innovation. They introduced features like: Ergonomic handle design for better grip and protection Ceramic blade technology for longer life Enhanced safety features Improved user experience West Tech Automation’s story demonstrates how companies can innovate in their approach to customer relationships. Rather than following traditional supplier specifications, they embraced a collaborative approach to solving complex manufacturing challenges in the electric vehicle industry. This required a fundamental shift in how they engaged with clients and managed projects. The Moneyball Effect Bruce highlighted the movie Moneyball as a metaphor for innovation in traditional industries. The story illustrates several key innovation principles: Challenging deeply held industry assumptions Using data to drive decision-making Navigating organizational resistance to change Creating sustainable competitive advantages These examples show that meaningful innovation is possible in any industry, regardless of how mature or traditional it might be. The key is finding ways to challenge assumptions, identify unmet needs, and execute effectively on new ideas. Success often comes from combining deep industry knowledge with fresh perspectives on longstanding challenges. Conclusion The landscape of product innovation is continuously evolving, and the insights Bruce shared during our conversation reveal both challenges and opportunities for today’s business leaders. Organizations that want to thrive, rather than just survive, must embrace innovation as a core capability rather than treating it as a peripheral activity. For organizations seeking to enhance their innovation capabilities: Start by recognizing and supporting the serial innovators already in your midst Create space for experimentation and learning from both successes and failures Build cross-functional relationships that enable innovation to flourish Invest in tools and frameworks that support rather than restrict creative thinking The message is clear: in today’s rapidly changing business environment, innovation isn’t just an option – it’s a necessity for long-term survival and growth. Whether you’re leading a small enterprise or a large corporation, the ability to innovate consistently and meaningfully will increasingly determine your organization’s success. Remember, there are no excuses for avoiding innovation. Every organization, regardless of size or industry, has the potential to create breakthrough value. The key is combining the right mindset, tools, and leadership approaches to unlock that potential. Useful links: Check out Bruce’s website, Breakthrough Innovation Advisors Connect with Bruce on LinkedIn Innovation Quote “We have a guy like that; his name is Kevin.” – Steve McShane, founder and CEO of Midtronics, Inc., in response to Bruce sharing insights about Serial Innovators “I see dead people.” – Nancy Dawes, retired Vic Mills Fellow at P&G and Serial Innovator, in response to Bruce’s question, “How do you know what to do?” describing her ability to see patterns and opportunities that others missed Application Questions How could you identify potential serial innovators within your organization? What characteristics would you look for, and how could you create opportunities for them to demonstrate their innovative capabilities? Think about a recent innovation initiative that faced resistance in your organization. How could you apply the “quiet momentum” strategy to build support for similar initiatives in the future? What specific steps would you take to grow the project until it becomes “too big to fail”? How could your team adapt Adobe’s Kickbox program concept to fit your organization’s needs and constraints? What resources and support would you need to include to make it successful in your specific context? Looking at your current product portfolio, where could you find opportunities for breakthrough innovation in seemingly “commodity” products, similar to the Slice box cutter example? How could you and your team challenge basic assumptions about these products? How could you better balance your organization’s need for structured processes with the flexibility required for breakthrough innovation? What specific changes to your current development process would help achieve this balance? Bio A leading authority on innovation, Bruce Vojak helps mature companies survive and thrive in a volatile, complex, and increasingly ambiguous world. Co-author of No-Excuses Innovation: Strategies for Small- and Medium-Sized Mature Enterprises (Stanford, CA: Stanford University Press, 2022) and Serial Innovators: How Individuals Create and Deliver Breakthrough Innovations in Mature Firms (Stanford, CA: Stanford University Press, 2012), Bruce is a Senior Fellow with The Conference Board, he has served on the boards of JVA Partners, Micron Industries Corporation, and Midtronics, Inc. He regularly presents to, leads workshops for, and advises various other companies, having founded Breakthrough Innovation Advisors, LLC following and building on a career as an innovation practitioner and executive at MIT Lincoln Laboratory, Amoco Corporation, and Motorola, and as an innovation researcher in the top-ranked Grainger College of Engineering at the University of Illinois at Urbana‐Champaign. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

How product managers can make OKRs drive real results Watch on YouTube TLDR In my recent conversation with Ben Lamorte, the world’s most experienced OKR coach and founder of OKRs.com, we explored how product managers and leaders can transform their approach to Objectives and Key Results (OKRs). Ben shared insights about why many OKR implementations fail and how to avoid common pitfalls. The key to success lies in focusing on measurable outcomes, maintaining transparency, and avoiding the temptation to create too many OKRs. Whether you’re just starting with OKRs or looking to improve your existing implementation, this comprehensive guide will help you create an effective OKR framework that drives real results. Key Topics: Understanding OKRs: Their evolution from Intel’s early days to modern implementation Common pitfalls: The top reasons why OKR programs fail and how to avoid them Implementation strategies: Key factors for successful OKR deployment Practical guidelines: Choosing the right cycle length and organizational levels Success factors: The importance of transparency and outcome-focused metrics Change management: How to transition your team to effective OKR usage Introduction Does the mention of OKRs make you break into a cold sweat, or does it energize you with a sense of purpose? Whether you’re nodding in recognition or scratching your head wondering what OKRs even are, you’re about to discover how this powerful framework can transform your work life. In this episode, we’ll cut through the confusion and show you exactly how to turn Objectives and Key Results from a dreaded management mandate into your secret weapon for driving success. Miss this episode, and you risk continuing to struggle with misaligned priorities, unclear metrics, and the frustration of not seeing how your work impacts the bigger picture. With us is a true OKR expert, Ben Lamorte. Ben has more OKR coaching experience than anyone. Consequently, he has become the coach to OKR coaches. He has also helped business leaders and organizations to define and make measurable progress on their most important goals, guiding more than a hundred organizations in deploying OKRs. He is the founder of OKRs.com, which provides resources and coaching services. He co-authored Objectives and Key Results: Driving Focus, Alignment, and Engagement and authored The OKRs Field Book. Understanding OKRs: From Intel to Modern Product Teams The evolution of Objectives and Key Results (OKRs) began at Intel during the 1970s and 1980s, where Andy Grove transformed the traditional Management by Objectives (MBO) system into something more dynamic and outcome-focused. He decoupled objectives, which are broad qualitative statements, from their specific measurable results, creating a framework that would eventually reshape how organizations set and achieve goals. While MBOs were typically tied directly to bonuses, OKRs intentionally separate performance measurement from goal setting. This separation encourages teams to think bigger and take calculated risks without fear of compensation impacts. Here’s how the two approaches differ: Aspect Traditional MBOs OKRs Compensation Link Directly tied to bonuses Deliberately separated from compensation Goal Structure Combined goals and metrics Separated objectives from measurable results Review Cycle Usually annual More frequent (e.g., two- or four-month cycles) Transparency Often private between manager and employee Highly transparent across organization Core Components of Effective OKRs Ben emphasized that OKRs serve as a critical thinking framework rather than just a goal-setting tool. The objective answers the question “What is the most important area to focus on?” while key results address “How will we know we’ve achieved it?” This structure creates clarity and alignment across teams by: Establishing clear, measurable targets that indicate progress toward objectives Creating a common language for discussing goals across the organization Enabling teams to understand how their work contributes to larger organizational goals Promoting regular check-ins and adjustments based on measurable progress As organizations like Oracle and Google adopted and refined the OKR framework, they demonstrated its effectiveness in driving alignment and results. These companies used OKRs as a communication tool, ensuring everyone spoke the same language about priorities and progress. This common understanding became particularly valuable for product teams, who often need to coordinate efforts across multiple departments and stakeholders. The beauty of this system lies in its flexibility and focus on outcomes rather than activities. For product managers, this means shifting conversations from feature lists and deadlines to measurable impacts and customer value. This outcome-focused approach helps teams stay aligned on what truly matters while maintaining the agility to adjust their approach based on real results. Common OKR Implementation Failures and How to Avoid Them Some people have tried using OKRs and don’t like them. I asked Ben what reasons he has seen for this. Ben shared that the landscape of OKR implementation changed after 2018, when John Doerr’s book Measure What Matters sparked widespread interest in the framework. While the book effectively conveyed why organizations should implement OKRs, it left many teams struggling with practical implementation. Before this, most organizations that used OKRs were doing a pretty good job. After, more organizations wanted to start using OKRs, but many failed because they didn’t have a good reason to use them and had no idea how to use them effectively. Ben pointed out several pitfalls that often derail OKR implementations. Understanding these common failure points is essential for product managers and leaders who want to ensure their OKR program drives real value rather than becoming another administrative burden. Using too many OKRs: OKRs are supposed to help an organization focus on the most important areas of progress, but some organizations use OKRs for every task. Confusing tasks with key results: An action like “update the blog” is a task, not a key result. Key results should be measurable outcomes that tells the team whether they are making positive progress, like “200 people sign up for the demo after reading the blog post.” Only one name next to every key result: Measure What Matters teaches that only one person should be accountable for every key result, but in many cases this is the wrong approach and causes teams to struggle with cross-functional alignment. Instead, enable cross-functional ownership when appropriate. For example, if a key result depends on both marketing and IT, assign two names to that key result. No name next to a key result: Ensure someone is accountable to every key result. Every key result written as commit-level: There are two types of key results: commit, which are achievable, and stretch, which are moonshots. Most teams only make lists of commit results, causing them to not stretch themselves enough. Other times, they have stretch results on their commit lists, but don’t identify them as stretch results. Instead, consider listing one commit result and one stretch result for each level. OKRs tied to bonuses Direct cascade: The company sets objective and key results, and a department adopts one of the key results as their objective. This limits the department’s thinking to the key results selected by the company and ignores the difference between objectives and key results. Failing to define why the objective is important and why it is important now Making OKRs a compliance system: Treat OKRs as a critical thinking framework, not a performance management system. OKRs at the individual level: When a company has team OKRs and individual OKRs for each person, the team members will prioritize their individual OKRs, even though the team OKRs are more important to the company. Many companies have challenges implementing OKRs. If your organization is starting to use OKRs, don’t start blindly rolling them out as fast as you can. Take time to be thoughtful about why you’re doing it and what problem you’re trying to solve. Transparency Unlike traditional goal-setting approaches that keep objectives private between manager and employee, OKRs should be visible across the organization, enabling better alignment and collaboration. John Doerr’s startup companies would even write their OKRs in the bathroom for everyone to see. Key Success Factors for OKR Implementation The Importance of Alignment around Deployment Parameters Successful implementation of OKRs requires alignment on answers to ten questions about deployment parameters before rolling out OKRs. These parameters help organizations avoid common pitfalls and create a framework that works for their specific context. All ten questions are in Ben’s book and on his website, but some key considerations include: Cycle duration: Choosing between quarterly, four-month, or six-month cycles based on business rhythm Organizational levels: Determining where in the organization to implement OKRs Goal-setting approach: Balancing commitment targets with stretch goals Cross-functional alignment: Establishing mechanisms for collaboration across teams Review cadence: Setting up regular check-ins to monitor progress Choosing the Right Cycle Length Ben challenged the conventional wisdom about quarterly OKR cycles, sharing insights about what actually works best for different organizations: Cycle Length Best For Considerations Two Months Fast-moving tech companies High agility, but intensive management required Four Months Most product organizations Balances stability with adaptability Six Months Enterprise/regulated industries Allows for longer-term initiatives Annual Rare cases only Generally too long for effective OKRs The Five Mantras for Success Ben has five mantras for successful OKR implementation, but in our discussion he shared just three. You can find the others in his book. Mantra Key Principle Application Less is More Focus on fewer, high-impact objectives Limit OKRs to the most critical priorities Crawl, Walk, Run Start small and scale gradually Begin with one organizational level before expanding Outcomes, Not Outputs Focus on measurable impact Define success through results, not activities A Real-World Success Story: Transforming Through OKRs During our conversation, Ben shared a success story that illustrates how organizations can transform their goal-setting approach through OKRs. The case involved a trading card marketplace company that initially struggled with their OKR implementation but ultimately achieved remarkable results by adapting the framework to their specific needs. This company got half of their annual business from one conference. Their CEO set an audacious goal for this conference to be a wild success. He clearly defined the why and why now around that objective, but the conference was eight months away, much longer than a typical OKR cycle. Ben encouraged the company to set an OKR for the conference anyway. The CEO was initially unable to identify measurable outcomes that would show whether the conference was a success. He said the team would just have a feeling afterward about whether it went well or not. However, after talking with Ben, he identified several trackable metrics, like the number of private demos they complete. The team came up with OKRs that everyone in the organization was able to align around. They made two times their expected annual sales within the first week after the conference. This huge success was because everyone at the company was focused on a single goal with clear, measurable outcomes. Ben advised that if you have a big event, don’t hesitate to write an OKR around that event’s timeframe. Tune your OKRs to what’s happening in your business. Conclusion Throughout our discussion, Ben Lamorte shared invaluable insights about making OKRs work effectively for product teams and organizations. His experience as the most experienced OKR coach revealed that success with OKRs isn’t about rigid implementation of rules, but rather about thoughtful adaptation of the framework to each organization’s unique context. The key lies in identifying measurable outcomes, maintaining transparency across teams, and ensuring that OKRs serve as a bridge between strategic planning and day-to-day execution. For product managers and leaders looking to implement or improve their OKR process, the path forward is clear: start with clear deployment parameters, focus on meaningful outcomes, embrace transparency, and maintain the flexibility to adapt as you learn. By avoiding common pitfalls like over-cascading, task-based key results, and compliance-driven implementation, teams can transform OKRs from a management mandate into a powerful tool for driving focus, alignment, and exceptional results. The journey may take several cycles to perfect, but the potential impact on organizational alignment and product success makes it well worth the investment. Useful links: Read about the 10 OKR deployment parameters Learn more about Ben’s OKRs coaching Check out The OKRs Field Book Learn more about OKRs Coach Network Innovation Quote “If you want something new, you have to stop doing something old.” – Peter Drucker  Application Questions Looking at your current product team’s goals, how could you transform task-based objectives into outcome-focused OKRs? For example, instead of “Launch feature X,” what measurable customer or business outcomes would indicate real success? How could your team use cross-functional OKRs to improve collaboration between product, engineering, and other departments? What shared outcomes could create better alignment across these teams? Thinking about your organization’s business rhythm, what OKR cycle length (2-month, 4-month, or 6-month) would work best for your product development process? How could you align OKR cycles with major product milestones or market events? How could you modify your current OKR process to include both commitment-level and stretch goals? What would be appropriate stretch targets that could inspire innovation without causing team burnout? What steps could you take to increase transparency around product team OKRs? How could making objectives and progress more visible help improve alignment with other teams and stakeholders? Bio Ben Lamorte is a leading figure in the space of “Objectives and Key Results” (OKRs). He has more OKRs coaching experience than anyone on the planet. Lamorte coaches business leaders focused on defining and making measurable progress on their most important goals. He started OKRs.com in 2014 and over the past decade has helped 200+ organizations based in 20+ countries implement OKRs including eBay, Adobe, Capital One, 3M, Booking.com, Zalando, and Nike. After co-authoring one of the first books dedicated to OKRs, Lamorte wrote The OKRs Field Book, the first book written specifically for OKRs coaches published by Wiley in 2022. Ben studied Engineering and Mathematics at University of California, Davis and holds a graduate degree in Management Science & Engineering from Stanford University. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

A product manager’s guide to breaking free from reactive problem solving Watch on YouTube TLDR In my recent conversation with Doug Hall, master of turning chaos into clarity, we explored how product managers and innovation leaders can break free from reactive problem-solving and create more value through proactive innovation. Doug shared that the average manager wastes 3.5 hours daily fixing problems, with 75% of issues stemming from broken systems rather than employee mistakes. Even more concerning, products typically lose 50% of their innovative value during development as unique ideas get compromised to fit existing systems. Doug offered practical solutions through three powerful frameworks that can transform how teams approach innovation and problem-solving. Key Topics: How to define problems effectively using the Yellow Card method, inspired by military Commander’s Intent principle Creating solutions through structured “Create Sessions” that leverage stimulus, diversity of thought, and fear reduction Six types of innovation stimulus, including patent mining and wisdom mining from academic sources Using the Deming Cycle (Plan-Do-Study-Act) to systematically reduce risks in product development Transforming organizational culture by focusing on system improvement rather than individual blame Introduction Ever feel like your organization is stuck in an endless cycle of putting out fires instead of truly innovating? You’re not alone in that frustration. Today, we’re diving into a well-practiced approach that will transform how you and your team solve problems and drive innovation. Our returning guest, Doug Hall, is a master of turning chaos into clarity – he’s not just the founder of Eureka! Ranch and co-founder of the Dexter Bourbon Distillery, but has spent decades helping companies break free from innovation roadblocks. Doug also has a new book hot off the press titled Proactive Problem Solving: How Everyone Can Fix Problems & Find Ideas for Working Smarter! Doug joined us in episode 518 and is back to share battle-tested strategies that will help you fix problems faster and smarter. Proactive Problem Solving Doug was motivated to write Proactive Problem Solving by two pieces of data showing the impact of reactive problem solving: The average manager wastes 3.5 hours every day dealing with problems. Seventy-five percent of these issues stem from broken systems, bureaucracy, and inefficient processes, while only 25% come from employee mistakes. Products typically lose 50% of their innovative value during the development process. This happens because unique ideas get repeatedly compromised to fit existing systems, rather than adapting our systems to support innovation. We discussed the book’s three main sections: Defining Problems Creating Solutions Driving out Risks Defining Problems Doug shared an approach for defining problems borrowed from military strategy – the Commander’s Intent framework. This methodology emerged from lessons learned during World War II and the Korean War, where military leaders discovered that simply telling teams what to do wasn’t enough. Instead, they needed to explain why it matters. The Three Components of Commander’s Intent What needs to be done – The clear direction that points the organization toward a specific goal Why it matters – The deeper purpose that provides motivation and context for the work Boundaries and scope – Clear guidelines for what’s in and out of scope for the solution The Yellow Card The Yellow Card tool helps teams capture and communicate both problems and potential solutions effectively. Its first section focuses on problem definition, clearly stating what the problem is and why solving it matters. This why component is particularly important as it serves as the motivational energy source when teams face challenges or setbacks. The second section of the Yellow Card focuses on communicating solutions, including how the solution works, its key benefits, and an easy next step for learning more. This last component – the easy next step – helps reduce resistance to change. When presenting new ideas, especially those that challenge existing systems, people naturally feel stress. By providing a simple, low-risk way to learn more about the solution, teams can build confidence gradually and increase buy-in for larger changes. Structure of the Yellow Card Tool Section Components Purpose Problem Definition What + Why Creates focus and motivation Solution Elements How it works + Key benefits Outlines approach and value Next Steps Easy actions for learning more Reduces resistance to change The Yellow Card serves a dual purpose: it helps teams think through problems more clearly and provides a structured way to communicate solutions to stakeholders. Doug shared that this approach has proven so effective that when used in a Canadian TV show called “Backyard Inventor,” it helped inventors achieve a 100% success rate in pitching their ideas to CEOs. The clear structure helped them present their innovations in a way that made the value immediately apparent to decision-makers. Creating Solutions The Three Innovation Pillars Successful solution creation rests on three innovation pillars, each backed by extensive research and quantitative data. These principles aren’t just theoretical – they’re practical tools that any product team can implement to enhance their innovation process. Principle Description Impact Stimulus Disruptive elements that force new thinking Creates foundation for new ideas Diversity of Thought Multiple perspectives examining the stimulus Multiplies impact exponentially Fear Elimination Creating safety for sharing ideas Prevents self-censoring of solutions Create Sessions Doug uses Create Sessions to help teams stimulate ideas. These structured meetings come in different formats depending on the scope of the problem and the organization’s needs. He outlined two main approaches that product teams can implement. Small-Scale Create Sessions These one-hour sessions work well for immediate operational challenges that work teams face. These sessions can include the following elements: Problem Definition: Begin by identifying the what and why of the problem using the Yellow Card framework Stimulus Introduction: Present relevant stimulus materials to the team Mind Mapping: Create visual connections between different ideas and perspectives Solution Development: Move quickly to actionable solutions Large-Scale Create Sessions For company-wide challenges or significant product innovations, Doug recommended a two-level approach: Start with an initial small-scale create session, then go deeper to take your ideas to the next level. The key to successful Create Sessions lies in proper preparation, particularly in developing effective stimulus materials. This two-level approach mirrors how successful entrepreneurs naturally work. While corporate environments often expect perfect planning and immediate success, true innovation requires multiple cycles of creation, testing, and refinement. At Eureka Ranch, they often run sessions over several days, allowing teams to generate ideas, test them, blow them up, and start over again multiple times. This iterative approach, while sometimes uncomfortable for traditional corporate cultures, consistently produces stronger results because it eliminates the pressure of trying to plan everything perfectly from the start. The Create Session framework also addresses a common challenge in innovation – the tendency to rely on what Doug called the “brain drain” or “suck” method of creativity, where teams try to extract ideas from people’s heads without providing fresh stimulus or perspectives. By contrast, Create Sessions provide a structured environment that makes innovation more reliable and enjoyable for participants while producing better results for the organization. Six Sources of Innovation Stimulus Stimulus should be disruptive, forcing you to stop and think. Doug shared six specific types of stimulus that teams can use to spark innovation: Patent Mining: Exploring public domain patents for solution frameworks. Doug noted that 75% of patents are in the public domain, providing free access to detailed solution recipes. Wisdom Mining: Leveraging academic articles and research. This approach helped Doug build and sell an entire company based on insights from academic publications. Insight Mining: Understanding customer thinking and needs Market Mining: Analyzing competitive approaches and market trends Future Mining: Exploring emerging trends and possibilities Unrelated Mining: Drawing inspiration from random, thought-provoking sources To make these stimulus sources more actionable, Doug’s colleague Maggie Slovonic developed the Spark Deck approach. A Spark Deck combines disruptive images, videos, facts, or research with thought-provoking prompts that help teams make new connections. Each slide pairs a piece of stimulus with questions like “How might we use this?” or “How could we twist this concept?” This structured approach helps teams move beyond simple brainstorming to generate more innovative solutions. Driving Out Risks When discussing risk reduction in product development, Doug drew heavily from W. Edwards Deming’s work, particularly the Plan-Do-Study-Act (PDSA) cycle. While many organizations use the similar Plan-Do-Check-Act cycle for implementation, PDSA is specifically designed for discovering and validating new approaches. The PDSA Cycle Components Stage Purpose Key Activities Plan Hypothesis Development Define what success looks like and how to achieve it Do Implementation & Measurement Execute the plan and document results Study Deep Analysis Understand why results occurred (success or failure) Act Decision Making Choose next steps based on learning The Study phase is particularly important yet often overlooked. He illustrated this with a story about developing their Woodcraft Finishing process for whiskey. The team conducted 72 tests in seven days, meticulously documenting each attempt. When test number 72 failed on a Friday night, they initially felt defeated. However, by returning to their documentation the next day and deeply studying why each attempt had worked or failed, they discovered that they had misinterpreted the results of test number 13. This insight led to test number 73, which became their breakthrough success and is now patented in 51 countries. The PDSA cycle offers several key benefits for product development: Risk Reduction: Each iteration builds understanding and reduces uncertainty Learning Acceleration: Structured documentation captures insights that might otherwise be lost Fear Reduction: The expectation of multiple iterations removes the pressure for immediate perfection Culture Change: Teams develop comfort with experimentation and learning from failure Doug noted that about 98% of the time, teams need multiple PDSA cycles to reach their desired outcome. This iterative approach might seem time-consuming, but it actually accelerates development by ensuring teams learn from each attempt rather than repeating the same mistakes. He also shared how they’ve adapted this approach for rapid testing, developing systems that can test product concepts in 24 hours at 5% of the normal cost. The key to making PDSA work effectively is maintaining a clear connection to the original what and why from the Commander’s Intent and Yellow Card. This core purpose provides the motivation to persist through multiple iterations and keeps teams focused on their ultimate goal rather than getting discouraged by initial failures. Conclusion Throughout our conversation, Doug Hall shared how product managers and innovation leaders can break free from reactive problem-solving and create more value through proactive problem solving. His research showed that the combination of wasted management time (3.5 hours daily) and value loss during product development (50%) creates a massive opportunity for improvement. By implementing the frameworks he shared – the Yellow Card for problem definition, Create Sessions for solution generation, and the PDSA cycle for risk reduction – teams can transform how they approach innovation and problem-solving. The key to success lies in shifting focus from individual blame to system improvement, supported by the right tools and motivation. As Doug emphasized, true culture change happens when we empower employees to identify and solve systemic problems that affect their daily work. By making this shift, organizations can not only recover wasted time and preserve innovative value but also create an environment where breakthrough products can thrive. For product managers and innovation leaders, this provides a clear path forward: Focus on the systems, empower your teams with the right tools, and create an environment where proactive problem-solving can flourish. Useful links: Learn more about Eureka! Ranch Check out Doug’s book, Proactive Problem Solving on Amazon or at an independent bookseller near you Check out Doug’s other books Innovation Quote “Ninety-four percent of the problem is the system. Six percent is the worker.” – W. Edwards Deming Application Questions Looking at your last three product launches, how could you identify where systemic issues caused compromises to the original innovative vision? What patterns emerge about which systems (manufacturing, sales, marketing, etc.) most frequently force compromises in your organization? How could you implement small-scale Create Sessions (1-hour) with your team to address immediate product development challenges? What types of stimulus (patents, academic articles, market research) would be most relevant for your current product challenges? Thinking about a current product development challenge, how could you use the Yellow Card method to clearly articulate both the problem and its importance to stakeholders across your organization? How might this change the way your team approaches the challenge? How could your team modify its current development process to incorporate more deliberate Study phases after each iteration? What specific changes to your documentation and review processes would make learning from failures more systematic? How could you shift your team’s focus from fixing immediate problems to identifying and improving the underlying systems that cause those problems? What specific benefits would motivate your team members to embrace this change? Bio Doug Hall is on a relentless, never-ever ending quest to enable everyone to think smarter, faster and more creatively.  His learning laboratories over the past 50+ years have included 10 years at Procter & Gamble where he rose to the rank of Master Inventor shipping a record 9 innovations in a 9 months and 40+ years as an entrepreneur including as founder of the Eureka! Ranch in Cincinnati Ohio – where he and his team have invented and quantified over 20,000 innovations for organizations such as Nike, Walt Disney, USA Department of Commerce, American Express and hundreds more.  Doug’s newest book,  out in December, PROACTIVE Problem Solving, was inspired by his experiences founding and leading a fast-growing manufacturing company, the Brain Brew Bourbon Distillery. Despite the COVID pandemic, Brain Brew grew from shipping a few thousand cases to shipping over 100,000 cases a year by enabling employee engagement.  Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

The product manager’s journey from Individual Contributor to Chief Product Officer Watch on YouTube TLDR Kimberly Bloomston’s journey from individual contributor to Chief Product Officer at LiveRamp demonstrates the key transitions and skills needed at each level of product management leadership. Her path highlights how responsibilities evolve from hands-on product development to strategic business leadership, emphasizing the importance of continuous learning, vulnerability, and strong relationship-building skills. Key Topics: Career progression stages in product management, from IC to CPO Transition from tactical to strategic responsibilities at each level Evolution of stakeholder management and leadership requirements Importance of vulnerability and continuous learning in product leadership Role of business acumen in product management success Critical skills needed at different career stages Value of cross-functional understanding and relationships Impact of organizational structure on product leadership Balance between product expertise and business leadership Strategies for successful career transitions in product management Introduction In this episode, I interviewed Kimberly Bloomston, Chief Product Officer at LiveRamp, to explore her journey from individual contributor (IC) to executive leadership in product management. Kim’s unique perspective comes from climbing every rung of the product management career ladder, experiencing firsthand the evolving responsibilities and challenges at each level. The path from IC to Chief Product Officer isn’t just about gaining more responsibility – it’s about transforming how you think about product development, team leadership, and business strategy. Whether you’re aiming for your first product management role or setting your sights on the C-suite, understanding these career dynamics can help you navigate your own path to product leadership success. Early Career Foundation: Building a Base for Product Leadership Kim’s journey into product management began with an unconventional blend of philosophy and computer science studies in college. This unique combination developed both her analytical thinking skills and her ability to question assumptions – capabilities that would later prove valuable in her product career. Growing up in a tech-friendly household with an entrepreneurial father who owned retail businesses gave her early exposure to both technology and business operations. Her first professional role was with a retail industry consulting company, where she started as a part-time employee during college. Over ten years, she rose through the ranks until everyone in the company reported to her. The company operated a software platform for their call center, managing customer communications while ensuring compliance with state regulations. As VP of Operations, Kim worked with third-party engineering consultants to improve the platform’s ROI and customer outcomes. It was during this time that Kim discovered her passion for product management. She shared a story about finding a way to save a hundred dollars per week through code automation. When discussing this achievement with her brother, an engineer, he pointed out that what she was doing – finding ways to improve processes and outcomes through technology – was essentially product management. This revelation led her to refocus her career from general business operations to technology product management. Key Learnings from Early Career Experience Cross-functional understanding: Her operational role provided valuable insights into how different business functions work together, from support and services to sales and customer success Business metrics expertise: Managing operations gave her deep understanding of business KPIs and how they impact different teams Leadership experience: Early management responsibilities helped develop crucial people skills before entering product management Technical foundation: Growing up with technology and working with engineering teams built technical credibility This foundation proved instrumental in Kim’s later product management roles. Her experience managing people, understanding business operations, and working with technology teams gave her a unique perspective that many product managers develop only later in their careers. Most importantly, it sparked her passion for using technology to solve real business problems – the core essence of product management. These early experiences highlight an important lesson for aspiring product leaders: there’s no single “right” path into product management. Whether you’re coming from engineering, business operations, or another field entirely, your unique background can provide valuable perspective and skills for a successful product management career. Transitioning to Individual Contributor (IC) Product Manager Kim’s entry into product management came with a unique twist – she stepped down from an executive role to become a senior product manager. While most product managers work their way up to leadership positions, she chose to start fresh in a role that would let her work directly on product development. As a new product manager, Kim faced the common challenge of understanding her company’s technical landscape. She joined a facial recognition company that built hardware and software primarily for government agencies. The company wanted to expand into commercial markets, particularly retail – a perfect fit for Kim’s background. However, she still needed to learn the company’s products, technology, and internal language. Strategies for Success as a New Product Manager Challenge Solution Approach Learning Technical Language Extensive listening in team meetings, especially scrum and QA sessions Understanding Products Reading documentation and sitting with different teams Building Credibility Being transparent about knowledge gaps while showing consistent progress Contributing Value Leveraging industry expertise while learning technical aspects One of Kim’s most valuable insights was about the importance of asking “dumb questions.” She found that being vulnerable about what she didn’t know actually added value to the team. New perspectives often help challenge assumptions and bring fresh thinking to long-standing problems. Her approach was to acknowledge knowledge gaps openly while demonstrating steady progress in understanding the technical aspects of the role. Kim developed what she called a “superpower” – the ability to remember information without fully understanding it initially, then gradually connecting the dots as her knowledge grew. She would often realize the meaning of something she’d heard weeks earlier, creating connections between different aspects of the business and technology. Success as an IC product manager isn’t just about what you know coming in – it’s about your ability to learn, adapt, and bring new perspectives to the team. Whether transitioning from another field or starting fresh in product management, the key is to balance humility about what you don’t know with confidence in what you can contribute. Director of Product: Expanding Scope and Influence The transition from individual contributor to Director of Product marked a significant shift in Kim’s responsibilities and focus. After successfully bringing a retail product to market, she moved into a director role where she managed multiple product managers and took on broader strategic responsibilities. This role expanded beyond individual product features to encompass entire product lines and their impact on the business. Key Changes in Responsibilities Roadmap Planning: Rather than focusing on individual features, directors need to plan comprehensive roadmaps across multiple products and teams Customer Engagement: More frequent and strategic customer interactions, including managing escalations and leading customer advisory boards Stakeholder Management: Building relationships across various organizational levels, from individual contributors to executive teams Revenue Focus: Greater emphasis on business outcomes and revenue impact of product decisions One of the most significant changes Kim experienced was the depth of stakeholder alignment required. As a director, she needed to coordinate efforts across multiple engineering teams, platform teams, and both pre-sales and post-sales organizations. This led to the creation of “product success teams” – cross-functional groups that included leaders from various departments working together to ensure product success in the market. Product Success Team Focus Areas Area Key Considerations Market Strategy Competitive analysis, opportunity sizing, pricing Customer Success Time to value, implementation challenges, support needs Sales Enablement Sales team training, market messaging, deal support Technical Implementation Integration requirements, scalability, maintenance Customer interaction also evolved at the director level. Beyond handling escalations, Kim found herself hosting customer development partner groups, speaking at industry events, and participating in strategic sales calls. These interactions weren’t just about immediate product needs – they focused on building long-term partnerships and ensuring customers saw value in the product vision and roadmap. The director role required a delicate balance between tactical execution and strategic planning. While individual contributors focus primarily on getting features right, directors need to ensure that all product initiatives align with broader business goals and market needs. This transition highlighted the importance of developing both leadership skills and strategic business acumen alongside traditional product management capabilities. Vice President of Product: Leading Through Others Kim described her transition to Vice President of Product as her biggest career shift. While she had previously been a VP in operations, the VP of Product role demanded a fundamentally different approach to leadership and product strategy. This position was a departure from hands-on product work to leading through others and shaping organizational direction. Core Changes in Role Focus Area Key Responsibility Shift Team Management Leading managers instead of individual contributors Product Vision Developing broader organizational vision and storytelling Financial Oversight Managing budgets and business outcomes Executive Engagement Regular interaction with executive leadership One of the most significant changes was stepping away from day-to-day product backlogs. While Kim occasionally found herself wanting to dive into tactical details, she learned that her role needed to focus on broader strategic initiatives. Her primary responsibility shifted to coaching teams, developing the practice of product management, and creating compelling narratives about the product vision that could inspire both the organization and customers. The VP role also brought new financial responsibilities and accountability. While Kim didn’t directly own a P&L, her compensation structure became tied to business outcomes such as profitability, product growth, and customer satisfaction metrics. This alignment of incentives with business results changed how she approached product decisions and strategy development. Key Success Factors at VP Level Storytelling Ability: Developing skills to communicate product vision effectively to diverse audiences, from development teams to executive stakeholders Strategic Thinking: Moving beyond individual product features to focus on portfolio-level decisions and market positioning Business Acumen: Understanding and influencing key business metrics, including revenue growth, customer retention, and profitability Leadership Development: Building and coaching a team of product managers and directors to execute effectively The role also required a different approach to stakeholder management. Instead of working primarily with individual contributors, Kim needed to build strong relationships with other executives and senior leaders across the organization. This meant developing the ability to influence without direct authority and align different departments around common goals and objectives. Chief Product Officer: Leading at the Executive Level Chief Product Officer (CPO), Kim’s current role, brings new challenges and responsibilities at the executive level. As a member of the executive leadership team at LiveRamp, her focus has expanded beyond product organization to encompass overall business stewardship and strategic direction. Executive Leadership Responsibilities Responsibility Area Key Activities Board Engagement Regular reporting, strategic updates, vision alignment Business Leadership Contributing to overall company strategy and direction Shareholder Relations Public company responsibilities and investor communication Executive Team Collaboration Cross-functional strategic planning and execution Kim’s primary team is the executive leadership team rather than just the product organization. This shift required viewing herself as a business leader first and a product leader second. Her role involves not just leading product strategy but contributing to all aspects of business operations and growth. The position demands a comprehensive understanding of business operations across all functions. Kim explained that being a CPO means having both the right and responsibility to identify challenges and opportunities throughout the organization, not just within product development. This systemic view helps ensure alignment between product strategy and overall business objectives. Organizational Structure Insights Based on her experience, Kim shared valuable insights about product organization structure: Direct CEO Reporting: Product leadership should report directly to the CEO to ensure proper strategic alignment Engineering Alignment: In some cases, combining product and engineering under a Chief Product and Technology Officer (CPTO) role can be beneficial Business Integration: Product organization should be structured to facilitate close collaboration with all business functions Leadership Development: Focus on developing strong product leaders at all levels of the organization The CPO role represents the evolution from product leadership to business leadership, requiring a delicate balance between maintaining product excellence and contributing to overall business success. It demands the ability to think systematically about the business while ensuring the product organization remains effective and aligned with company goals. Key Success Factors Across All Levels: Leadership Lessons and Best Practices Throughout our conversation, Kim emphasized several critical factors that contributed to success across all levels of the product management career ladder. Her insights revealed that while technical skills are important, the ability to learn, adapt, and build strong relationships often determines long-term success in product leadership roles. Essential Skills for Product Leadership Success Skill Area Impact on Success Vulnerability Enables learning, innovation, and authentic leadership Failure Management Promotes learning and creative problem-solving Continuous Learning Supports adaptation to new roles and challenges Relationship Building Facilitates cross-functional collaboration and influence Critical Success Behaviors Embrace Learning Opportunities: Actively seek new challenges and be willing to step outside your comfort zone Build Strong Relationships: Invest time in understanding different functions and building trust across the organization Celebrate Failures: View failures as learning opportunities and encourage teams to take calculated risks Maintain Curiosity: Stay interested in both technical and business aspects of product development Practice Authentic Leadership: Lead with transparency and create safe spaces for innovation Another key insight was the importance of understanding business fundamentals at every level. Whether as an IC or CPO, having a clear grasp of how different business functions operate and contribute to success helps product leaders make better decisions and build more effective relationships across the organization. Conclusion Kim’s journey from philosophy major to Chief Product Officer demonstrated that success in product management isn’t about following a predetermined path – it’s about continuously learning, adapting, and growing while staying true to core principles of innovation and customer focus. As Kim’s experience showed, each level brings new challenges and opportunities, requiring different skills, perspectives, and approaches to success. While technical knowledge and product expertise form the foundation, long-term success depends increasingly on leadership ability, strategic thinking, and business acumen as you progress up the career ladder. For product managers aspiring to advance their careers, the key takeaway is the importance of continuous learning and adaptation. Whether you’re just starting as an IC or preparing for an executive role, focus on developing both the hard and soft skills needed for the next level while maintaining curiosity and openness to new challenges. Remember that there’s no single “right” path to product leadership – your unique experiences and perspectives can become valuable assets as you progress in your career. The most successful product leaders combine strong technical and business knowledge with the ability to build relationships, foster innovation, and drive organizational success through authentic leadership. Useful links: Learn more about LiveRamp Connect with Kim on LinkedIn Innovation Quote “So many leaders fail to realize that without vulnerability there is no creativity or innovation. Why? Because there is nothing more uncertain than the creative process, and there is absolutely no innovation without failure.” – Brené Brown Application Questions How could you use Kim’s insights about vulnerability and “asking dumb questions” to create a more innovative culture within your product team? Consider specific situations where being more open about knowledge gaps might lead to better outcomes. What steps could you take in your current role to develop the skills needed for your next career move in product management? Think about the gaps between your current responsibilities and those of the next level up. How could your team implement some version of the “product success teams” concept Kim described? Consider which stakeholders you would include and what specific challenges this cross-functional approach might help solve. Looking at your current approach to stakeholder management, how could you expand or modify your relationships to better align with the next level of product leadership? Think about which relationships might need more development. Based on Kim’s experience with balancing metrics and strategic thinking, how could you adjust your current focus to better demonstrate business impact while maintaining strong product leadership? Consider what metrics you might need to pay more attention to. Bio Kimberly Bloomston is Chief Product Officer at LiveRamp where she heads the company’s global product organization with an emphasis on cloud infrastructure growth. Kimberly previously served as LiveRamp’s Senior Vice President of Product, Vice President of Core Platform and Data Marketplace and Head of Product, Data Marketplace and Application Experience. With over 15 years’ of experience leading product management and business operations, Kimberly spearheads strategic initiatives that focus on maturing and expanding solutions in the midst of market and company transformation. She has held executive roles leading product, design and operations across a variety of software companies and industries, including higher education, security and data enablement. Kimberly has also led sales, partner programs, managed services and customer success over the course of her career. Prior to LiveRamp, Kimberly served in leadership positions at Ellucian, Digital Signal Corporation and The Zellman Group. Kimberly loves tackling hard problems and is passionate about design thinking, storytelling, collaboration and enabling product operations to scale and grow a business. She resides in California with her family where she enjoys exploring the outdoors, working out in her home gym, making art and spending time with her family. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Start 2025 with the essential knowledge areas that give product managers more influence and success In 2024 I co-authored the 3rd edition of the Product Development and Management Body of Knowledge: A Guidebook for Product Innovation Training and Certification. The book describes the seven knowledge areas that professional product managers, innovators, and leaders must have mastery of. I’m bringing back the episode from 2024 where I introduced these seven knowledge areas as it is the perfect way to start your 2025. Take a few minutes to focus on your career development by listening to this episode. TLDR Product mastery is essential for creating successful products and driving innovation within organizations. This article explores the seven knowledge areas crucial for product managers and innovators, as outlined by the Product Development and Management Association (PDMA) Body of Knowledge. These knowledge areas include product innovation management, strategy, portfolio management, process, design and development, market research, and culture and teams. By understanding and applying these concepts, product professionals can enhance their skills, increase their influence within their organizations, and create products that truly resonate with customers. The article also discusses the importance of continuous learning in product management, the value of professional certifications like the New Product Development Professional (NPDP), and provides insights into resources for further development in the field. Introduction to Product Mastery Product mastery is a critical skill for professionals aiming to create successful products and drive innovation within their organizations. The concept of product mastery encompasses a wide range of knowledge areas and skills that enable product managers and innovators to excel in their roles. This article introduces the seven essential knowledge areas for product mastery, as outlined by the Product Development and Management Association (PDMA) Body of Knowledge. These areas form the foundation of successful product management and innovation practices across various industries. The Seven Knowledge Areas for Product Mastery The PDMA Body of Knowledge identifies seven crucial knowledge areas that product professionals should master to achieve success in their roles: Product Innovation Management Strategy Portfolio Management Process Design and Development Market Research Culture and Teams Let’s explore each of these areas in detail to understand their importance in the product management landscape. 1. Product Innovation Management Product innovation management serves as the foundation for all other knowledge areas. It encompasses the overarching principles and practices that guide the creation of new products and the improvement of existing ones. This area focuses on: Understanding customer needs and market opportunities Generating and evaluating new product ideas Managing the innovation process from concept to launch Fostering a culture of innovation within the organization Mastering product innovation management enables product professionals to drive meaningful change and create products that truly resonate with customers. 2. Strategy Strategy plays a crucial role in aligning product development efforts with organizational goals. This knowledge area covers: Developing and implementing product strategies Aligning product roadmaps with business objectives Identifying and prioritizing market opportunities Competitive analysis and positioning By mastering strategic thinking, product managers can ensure that their efforts contribute to the overall success of their organization. 3. Portfolio Management Portfolio management focuses on optimizing the mix of products and projects within an organization. Key aspects include: Balancing resources across multiple products or projects Prioritizing initiatives based on strategic fit and potential value Managing risk across the product portfolio Evaluating and selecting new product opportunities Effective portfolio management ensures that organizations invest in the right products and initiatives to maximize their return on investment. 4. Process The process knowledge area covers the various methodologies and frameworks used to guide product development from idea to market. This includes: Stage-gate processes Agile and lean product development methodologies Design thinking approaches Continuous improvement and iteration Mastering different product development processes allows product managers to choose the most appropriate approach for each project and adapt to changing market conditions. 5. Design and Development Design and development focus on the actual creation of products, encompassing both the creative and technical aspects. This area includes: User experience (UX) and user interface (UI) design Technical architecture and engineering Prototyping and testing Quality assurance and product refinement A strong understanding of design and development principles enables product managers to collaborate effectively with cross-functional teams and ensure the creation of high-quality products. 6. Market Research Market research is crucial for understanding customer needs, market trends, and competitive landscapes. This knowledge area covers: Qualitative and quantitative research methodologies Customer segmentation and persona development Competitive analysis and market sizing Voice of the customer (VoC) programs By mastering market research techniques, product managers can make data-driven decisions and create products that truly meet customer needs. 7. Culture and Teams The culture and teams knowledge area focuses on the human aspects of product management, including: Building and leading high-performing product teams Fostering a culture of innovation and collaboration Managing stakeholders and cross-functional relationships Developing leadership skills for product managers Understanding how to create a positive team culture and effectively lead product teams is essential for long-term success in product management. The Importance of Continuous Learning in Product Management The field of product management is constantly evolving, with new methodologies, tools, and best practices emerging regularly. As such, continuous learning is crucial for product professionals to stay ahead of the curve and maintain their effectiveness in their roles. Professional Development Opportunities There are various ways for product managers to continue their professional development: Method Description Benefits Certifications Formal recognition of product management expertise (e.g., NPDP) Demonstrates proficiency, enhances credibility Online Courses Self-paced learning on specific product management topics Flexible, targeted skill development Conferences Industry events featuring speakers and networking opportunities Exposure to new ideas, peer learning Podcasts Audio content discussing product management trends and practices Convenient learning during commutes or downtime Books In-depth exploration of product management concepts Comprehensive understanding of specific topics The Value of Professional Certifications Professional certifications, such as the New Product Development Professional (NPDP) offered by PDMA, can provide significant value to product managers. These certifications: Demonstrate a commitment to professional development Validate expertise in product management practices Enhance credibility with colleagues and stakeholders Provide a structured framework for learning and skill development While certifications are not always required for product management roles, they can be a valuable differentiator in competitive job markets and help professionals advance their careers. Applying Product Management Knowledge in Practice Understanding the seven knowledge areas is just the first step in achieving product mastery. The real value comes from applying these concepts in real-world situations. Here are some strategies for putting product management knowledge into practice: Start with self-assessment: Evaluate your strengths and weaknesses across the seven knowledge areas to identify areas for improvement. Set learning goals: Prioritize specific skills or knowledge areas to focus on and create a plan for developing them. Seek diverse experiences: Look for opportunities to work on different types of products or in various industries to broaden your perspective. Collaborate and share knowledge: Engage with other product professionals through networking events, online forums, or mentorship programs. Experiment with new techniques: Try implementing new methodologies or tools in your product development process and evaluate their effectiveness. By actively applying and refining your product management skills, you can continually improve your ability to create successful products and drive innovation within your organization. The Evolution of Product Management Product management as a discipline has a rich history dating back to the 1930s when it emerged as “brand management” at Procter & Gamble. Since then, the field has evolved significantly, adapting to changing market conditions, technological advancements, and shifting consumer expectations. Key Milestones in Product Management History Decade Development 1930s Brand management introduced at Procter & Gamble 1960s Emergence of formal product management roles in technology companies 1980s Rise of customer-centric approaches and market-driven product development 1990s Introduction of Agile methodologies in software development 2000s Growth of digital product management and user experience focus 2010s Emphasis on data-driven decision making and product analytics 2020s Integration of AI and machine learning in product management practices Understanding the evolution of product management can provide valuable context for current practices and help product professionals anticipate future trends in the field. Challenges and Opportunities in Modern Product Management Today’s product managers face a unique set of challenges and opportunities in their roles: Challenges: Rapidly changing market conditions and customer expectations Increasing complexity of products and technologies Balancing short-term demands with long-term strategic goals Managing cross-functional teams in remote or hybrid work environments Navigating ethical considerations in product development and data usage Opportunities: Leveraging data and analytics for more informed decision-making Embracing new technologies like AI and machine learning to enhance products Developing sustainable and socially responsible products Creating personalized user experiences at scale Exploring new business models and revenue streams By staying informed about these challenges and opportunities, product managers can position themselves and their organizations for success in an ever-changing landscape. Conclusion Mastering the seven knowledge areas of product management is a journey that requires continuous learning, practice, and adaptation. By developing expertise in product innovation management, strategy, portfolio management, process, design and development, market research, and culture and teams, product professionals can enhance their ability to create successful products and drive innovation within their organizations. As the field of product management continues to evolve, staying informed about industry trends, embracing new technologies, and continuously refining your skills will be crucial for long-term success. Whether you’re just starting your product management career or you’re a seasoned professional, there’s always room for growth and improvement in this dynamic and rewarding field. By leveraging resources like the PDMA Body of Knowledge, professional certifications, and ongoing learning opportunities, you can build a strong foundation for product mastery and position yourself as a leader in the product management community. Remember, the ultimate goal is not just to create products, but to create products that truly resonate with customers and drive meaningful value for your organization. Useful links: Check out the 2024 Product Development and Management Body of Knowledge by Allan Anderson, Chad McAllister, and Ernie Harris Find out how the Rapid Product Mastery Experience, the fastest path to higher-performing product managers and teams, can help your team Application Questions How do you currently apply the seven knowledge areas for product mastery in your role? Which areas do you feel most confident in, and which do you think need improvement? What strategies have you found most effective for balancing short-term product demands with long-term strategic goals? How do you align your product roadmap with overall business objectives? In what ways has your approach to product management evolved over the course of your career? How have industry trends or technological advancements influenced your practices? How do you foster a culture of innovation within your product team and the broader organization? What challenges have you faced in this area, and how have you addressed them? Chad’s Bio Chad McAllister, PhD, is a product management professor, practitioner, trainer, and host of the Product Mastery Now podcast. He has 30+ years of professional experience in product and leadership roles across large and small organizations and dynamic startups, and now devotes his time to teaching and helping others improve. He co-authored “Product Development and Management Body of Knowledge: A Guide Book for Product Innovation Training and Certification.” The book distills five decades of industry research and current practice into actionable wisdom, empowering product professionals to innovate and excel. Chad also teaches the next generation of product leaders through advanced graduate courses at institutions including Boston University and Colorado State University and notably re-engineered the Innovation MBA program at the University of Fredericton, significantly broadening its impact. Further, he provides online training for product managers and leaders to prepare for their next career step — see https://productmasterynow.com/. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.

Mike Todasco, former Senior Director of Innovation at PayPal and visiting fellow at SDSU, discusses AI's transformative role in product management. He reveals how AI tools enhance brainstorming, speed up prototyping, and streamline customer testing. Mike emphasizes the need for a balance between AI efficiency and human oversight to avoid over-dependence. He shares insights from PayPal’s innovation culture, highlighting how empowering all employees fosters creativity and collaboration. Tune in for a glimpse into the future of AI in product innovation!

How product managers can adapt core responsibilities across different organizations and contexts Watch on YouTube TLDR Through his research and practical experience at MasterCard, Nishant Parikh identified 19 key activities that define the role of software product managers. He emphasizes that these activities vary based on context (large vs. small organizations, B2B vs. B2C, Agile vs. Waterfall). The discussion reveals how product management has evolved since 1931 and highlights the importance of clear role definition to prevent job frustration. The core focus of these activities is on thorough market research, continuous customer engagement, and strategic product development. Key Topics: Market research as the foundation of product success Evolution from problem space to solution identification Product positioning and vision development Differences between product manager and product owner roles Flexible vs. fixed roadmapping approaches Continuous customer engagement throughout product lifecycle Financial analysis and business case development Impact of organizational size on PM responsibilities Role of AI tools in modernizing product management Importance of cross-functional collaboration Introduction In this episode, I’m interviewing Nishant Parikh, Director of Product Management at MasterCard. We explored the 19 essential activities that define successful software product management today. Drawing from his 20+ years of technology experience and extensive research, Nishant shared insights about how these activities vary across different organizational contexts – from startups to enterprises, B2B to B2C, and Agile to Waterfall environments. He emphasized the importance of role clarity and how the lack of it often leads to frustrated product managers leaving their positions. In this article, I’ll share the key takeaways from our discussion, including why market research should be your foundation, how customer engagement has evolved to become a continuous process, and the ways AI is reshaping traditional product management activities. Why study the 19 key activities of software product managers? Nishant’s motivation came from his personal experience navigating different product management roles over six years. Each position required vastly different responsibilities: In his first PM role, he focused on high-level solution development and feature writing His next position emphasized go-to-market activities At a small MasterCard acquisition company, he had to handle everything from product development to writing stories and epics Currently at MasterCard’s foundry team, his focus is on innovation and ideation This variety of experiences left him confused about the core responsibilities of a product manager. This confusion motivated him to pursue research to better understand: What a product manager’s key responsibilities should be How the discipline has evolved since its inception in 1931 Why many PMs leave their jobs due to lack of role clarity How to address the overlapping responsibilities between product managers, product leaders, and innovators He noted that while large organizations might have 100 defined activities for product managers, it’s impossible for one person to handle them all. This led him to research and identify 19 core activities specific to product management, with clear separation from product marketing, sales, and go-to-market functions. Consolidating insights from different bodies of knowledge Nishant identified three main bodies of knowledge in product management, each with distinct limitations: PDMA (Product Development and Management Association) ISPMA (International Software Product Management Association) – focused specifically on software industry Product Marketing Body of Knowledge – combines product management and product marketing The key problem he identified is that none of these bodies of knowledge clearly distinguish between different product management roles or account for various contextual factors that affect how product managers should work, such as: Organization size (large vs. small companies) Development methodology (Agile vs. Waterfall) Product type (AI vs. non-AI products) Market focus (B2B vs. B2C) He emphasized that these contextual factors significantly impact a product manager’s role. For example: In large companies, different departments handle specialized functions In small companies, one product manager might handle all responsibilities The same role can look very different between B2B and B2C products Nishant’s research aimed to consolidate insights from these different bodies of knowledge and account for various contextual factors to provide a clearer, more comprehensive perspective for product managers and leaders. His goal was to help product managers understand how their role should adapt based on their specific organizational context and product type. 1. Market Research As software product managers navigate the complex landscape of product development, market research emerges as a crucial first activity. Thorough market research in the problem space is fundamental to product success. Understanding the Problem Space The primary goal of market research is to validate whether a real problem exists and if customers truly care about solving it. This validation process requires intensive effort but sets the foundation for all subsequent product development activities. As Nishant emphasizes from his own research experience, investing time in understanding and defining the problem statement pays significant dividends later in the product lifecycle. Organizational Differences in Market Research How market research is conducted varies significantly between large and small organizations: Large Companies: Have dedicated research departments Access to specialized agencies Multiple partnership resources Challenge: Information silos between departments Need for effective cross-functional communication to share insights Small Companies: Limited budget for research Often lack dedicated research resources Product managers typically handle research directly Despite resource constraints, market research remains crucial for innovation success The Impact of AI on Market Research Modern market research has been transformed by artificial intelligence tools: Secondary research benefits significantly from tools like Perplexity.AI and ChatGPT Primary research, especially customer interviews, still requires direct human involvement AI tools complement but don’t replace the need for direct customer interaction Best Practices for Product Managers The key takeaway for software product managers is clear: invest heavily in market research regardless of organizational size or resources. A solid understanding of the problem space leads to: Better solution development Higher likelihood of customer adoption Increased chances of customers willing to pay for the solution More efficient product development process 2. Solution Identification After establishing a clear understanding of the market through research, the next critical activity for software product managers is solution identification. A Straightforward but Critical Process Solution identification represents the transition from problem space to solution space, involving two key components: Developing solution concepts or prototypes Validating these potential solutions with customers What makes this activity unique is its relative simplicity and consistency – regardless of organization size, industry, or methodology, the core process remains largely the same. The Validation Component The heart of solution identification lies in customer validation. Product managers must: Present potential solutions to customers Gather feedback on solution concepts Verify that proposed solutions effectively address the validated problem Unlike other product management activities that vary significantly based on organizational context, solution identification maintains its fundamental approach whether you’re working at a startup or an enterprise company like MasterCard. Building the Foundation for Product Vision This activity serves as a bridge between problem validation and product vision development. By identifying and validating solutions before creating a product vision, product managers ensure they’re building on solid ground rather than assumptions. The straightforward nature of solution identification shouldn’t diminish its importance – it’s a critical step that transforms validated problems into potential products. Its success relies heavily on the thoroughness of the preceding market research phase while setting the stage for subsequent product positioning and vision development. 3. Product Positioning A Common Pitfall in Vision Development Nishant highlighted a lesson from his early career: the mistake of creating a product vision before completing market research. The Correct Sequence The proper approach to product positioning involves: Understanding the market space Validating the problem Assessing implementation feasibility Developing the product vision Components of Product Positioning A well-positioned product should include: Clear product vision Initial feature set Value proposition Preliminary go-to-market strategy Concise documentation Documentation and Modern Tools Product positioning represents the first step in formal product documentation, serving as: A foundation for detailed technical breakdowns The basis for epics and stories in Agile tools like Jira A reference point for future development decisions Generative AI has become valuable in this phase by: Enhancing PR (Product Requirements) documentation Suggesting features based on competitive analysis Providing narrative structure for product stories Internal vs External Focus While primarily focused on internal alignment, product positioning can serve both internal and external purposes: Internal: Getting leadership support and aligning teams External: Early market validation and customer feedback, similar to Amazon’s “working backwards” approach This positioning phase creates the foundation for all subsequent product development activities, making it important to get right through proper sequencing and thorough documentation. 4. Product Roadmapping Once product positioning is established, product managers move into the more action-oriented activity of roadmapping. This planning phase requires careful consideration of multiple contextual factors that significantly impact how roadmaps should be developed and managed. Agile vs. Waterfall Approaches The methodology used has a significant impact on roadmap development: Agile Roadmapping Uses flexible roadmaps with varying confidence levels: 3 months: Concrete, high-confidence plans 6 months: Medium confidence projections 9 months: Low confidence forecasting Allows for frequent adjustments based on market and customer demands Prioritizes adaptability over predictability Waterfall Roadmapping Features more solid, predictable roadmaps Offers clearer communication of delivery dates to customers Less flexible to change B2B vs. B2C Considerations Market focus significantly influences roadmap development and release strategies: B2B Products Less frequent releases Focus on core feature delivery May conflict with traditional Agile principles of frequent releases Emphasis on completing essential functionality before release B2C Products More frequent releases Greater focus on user experience improvements Regular updates to address UI/UX issues Continuous enhancement approach As Nishant points out from his experience at MasterCard, B2B products often don’t require the same frequency of releases as B2C products. Once core features are delivered and customers are satisfied, there’s less need for constant updates focused on minor UI/UX improvements. Key Considerations for Product Managers When developing product roadmaps, product managers should: Consider their specific business context (B2B vs. B2C) Align roadmap structure with development methodology Balance customer needs with development capabilities Maintain appropriate levels of flexibility based on market type Understanding these contextual factors helps product managers create more effective roadmaps that better serve both their organization and their customers. 5. Requirements Engineering Following roadmap creation, requirements engineering emerges as a crucial activity where product strategy meets technical execution. This phase highlights the important distinction between product manager and product owner roles, particularly in Agile environments. Historical Evolution of Roles Nishant provided valuable historical context about how these roles evolved: Pre-2001: Only product management existed 2001: Agile Manifesto introduced the Product Owner role Initial Scrum methodology focused solely on Product Owners Later frameworks like SAFe introduced clearer distinction between roles Role Distinctions Product Owner Specific to Agile methodologies Focuses on development team interaction Transforms leadership vision into engineering tasks Handles detailed story breakdown and sprint planning Product Manager More outbound-focused role Works with cross-functional teams Handles market-facing responsibilities Manages broader product strategy Organizational Impact How these roles are implemented varies by organization size: Large Companies: Often maintain separate roles for Product Manager and Product Owner Small Companies: Usually combine roles into a single position Startups: Often rely on founders for product management with dedicated Product Owners Key Challenges The separation of roles can create: Communication gaps between external and internal focus Potential misalignment between strategy and execution Need for careful coordination between roles As requirements engineering continues to evolve, organizations must carefully consider how to structure these roles to maintain effective product development while avoiding communication gaps and ensuring clear accountability. 6. Product Verification In discussing product verification, Nishant highlighted how this crucial activity has transformed dramatically with the adoption of different development methodologies, particularly in the software industry. Methodology Differences Traditional Waterfall Approach Relied heavily on User Acceptance Testing (UAT) Testing conducted after complete development Single verification phase at project end Higher risk of late-stage discoveries Modern Agile Approach Eliminates traditional UAT Implements continuous validation through sprint demos Customer feedback gathered during development Story-level validation within each sprint Industry-Specific Considerations The approach to product verification varies significantly by industry: Software Industry Moved away from traditional UAT Embraces continuous validation Allows for rapid iterations Enables quick course corrections Physical Products Still largely follows sequential processes Cannot easily deliver products in pieces Exploring ways to implement Agile principles Uses prototyping cycles for validation Key Benefits of Modern Verification The evolution to continuous verification offers several advantages: Earlier detection of issues Reduced risk of major problems late in development More frequent customer feedback Greater flexibility to make adjustments As Nishant notes, this transformation in product verification represents a fundamental shift in how products are validated, moving from a single checkpoint to an ongoing process integrated throughout the development lifecycle. 7. Customer Insight According to Nishant’s research, customer insight represents a fundamental shift in how product managers engage with their users throughout the product lifecycle. This shift moves from periodic customer engagement to continuous involvement at every stage of product development. Evolution of Customer Engagement Historically, customer engagement was limited to specific points in the process: Early problem validation Initial solution validation Requirements gathering Final product verification Modern Approach: Continuous Customer Engagement Today’s best practices involve customers at every stage: Market Space Phase Problem validation Market need confirmation Initial concept feedback Solution Space Phase Solution validation Feature prioritization Concept testing Development Phase Value delivery verification Ongoing feedback collection Feature refinement Production Phase Complete product evaluation User satisfaction surveys Continuous enhancement feedback Key Message for Product Managers Nishant emphasizes one critical point for all product managers: Stay close to customer as much as possible and as early as in the process. This continuous engagement ensures: Better alignment with customer needs Reduced risk of building unwanted features Faster identification of problems More successful product outcomes In the software world particularly, this continuous customer insight loop enables ongoing product enhancement and ensures the product continues to meet evolving customer needs. 8. Financial Analysis Nishant described financial analysis as one of the more challenging product management activities, with significant variations between different organizational contexts. This activity encompasses business case development, pricing strategies, and ongoing financial validation. Organizational Differences Small Companies Business cases often handled by founders or CEO Limited PM involvement due to confidentiality Focus typically on single product financials Less formal financial analysis processes Large Companies Major responsibility for product managers Second only to cross-functional collaboration in complexity Requires coordination across multiple departments Complex pricing and costing calculations Components of Financial Analysis A comprehensive financial analysis includes: Product pricing strategy Engineering cost calculations Marketing expense projections Sales cost estimations Complete business case development Evolution of Business Cases Business case development is a continuous process that evolves through several stages: Early Stage Total addressable market assessment Initial revenue projections Preliminary pricing strategy Development Stage Cost identification with development teams Refined revenue projections Updated business case calculations Market Testing Validation of initial projections Adjustment of revenue expectations Refinement of business case based on real data Key Considerations Product managers should understand that: Financial analysis is not a one-time activity Business cases require continuous refinement Market feedback may significantly impact initial projections Success metrics need regular validation and adjustment As Nishant notes, while initial projections are important, the true test comes when products hit the market, often requiring significant adjustments to the business case based on real-world performance. Conclusion Software product management is far more nuanced and context-dependent than many realize. Nishant’s research-backed framework of 19 key activities provides clarity for product managers struggling to define their roles and responsibilities. Whether working in large enterprises or small startups, understanding how these activities adapt to different organizational contexts is necessary for success. Today’s successful product managers must maintain ongoing dialogues with customers, constantly refine their business cases, and adapt their strategies based on real-world feedback. As the field continues to evolve, those who understand these core activities and how to adapt them to their specific context will be best positioned to create successful products that truly meet customer needs while delivering business value. Useful links: Check out Nishant’s articles on Google Scholar: The Software Product Manager’s Framework The Impact of Generative AI in Software Product Management The Role of AI Product Managers Innovation Quote “Innovation is a dynamic process that applies scientific thinking to transform customer problems into valuable business opportunities.”   – Nishant Parikh Application Questions How could you adapt your market research approach based on your organizational context? Consider the differences between how large and small companies conduct research – if you’re in a large organization, how could you better leverage existing research resources and break down silos? If you’re in a smaller organization with limited resources, how could you conduct meaningful research on a budget? How would you describe the current balance between your product manager and product owner responsibilities? Whether these are separate roles in your organization or combined in your position, what steps could you take to improve the handoff between strategic product management and tactical development work, especially with the assistance of AI tools? Looking at your current customer engagement practices, how could you evolve from periodic touchpoints to more continuous customer involvement throughout your product lifecycle? What specific opportunities exist in your product development process to gather more frequent customer feedback? How could your team improve its approach to business case development and financial analysis? Consider how you currently update financial projections throughout the product lifecycle – what triggers could you establish for reviewing and refining your business case based on new market information or customer feedback? How could you better align your roadmapping approach with your specific business context (B2B vs. B2C)? If you’re currently using an Agile methodology but serving B2B customers, what adjustments could you make to better balance frequent releases with your customers’ needs for stability? Bio Nishant A. Parikh is a dynamic professional with a diverse academic background and extensive experience in computer science and product management. Graduating with a Bachelor’s degree in Computer Science from Gujarat University in 2005 and an MBA from Webster University in 2020, Nishant combines technical expertise with business acumen. Currently serving as the Director in Product Management at Mastercard, he drives strategic direction and spearheads the development of innovative software solutions. Passionate about the field, Nishant has immersed himself in research at Capitol Technology University since 2022, exploring the challenges, trends, and solutions in product management. As an avid writer, he shares his insights, addressing the multifaceted issues faced by product managers. Nishant’s visionary leadership, industry knowledge, and commitment to innovation make him a driving force in shaping the future of software product management. Thanks! Thank you for taking the journey to product mastery and learning with me from the successes and failures of product innovators, managers, and developers. If you enjoyed the discussion, help out a fellow product manager by sharing it using the social media buttons you see below.