Most product teams have a "favorite" research method. Some love surveys because they are fast. Some love interviews because they are personal. But if you use a hammer for every problem, eventually you are going to smash your thumb. In Product Management, the "best" research method
Product Management would be easy if it weren't for all the people. You can have the perfect roadmap and the cleanest code, but if you can't manage the humans—the executives who want impossible features, the sales team who promised vaporware, and the engineers who just
If you are a Product Manager, you have likely stared at a backlog that is 400 items long and felt a deep sense of dread. Stakeholders want everything now. Sales wants the "shiny object." Engineering wants to pay down technical debt. If you say "yes" to
So, you’ve landed the job. You are officially a Product Manager (PM). Congratulations! Now comes the part that keeps most new PMs up at night: The Roadmap. In the world of Enterprise and B2B software, a roadmap isn't just a list of things you hope to build.
In Product Management, there is a dangerous lie we tell ourselves: "The developers will figure it out." If you hand a developer a vague requirement like "make it user-friendly," you aren't empowering them; you are confusing them. In the high-stakes world of Enterprise B2B
In the fast-paced world of Enterprise B2B, a product team without a roadmap is just a group of people taking a very expensive walk. A roadmap is not a backlog. It is not a wish list. It is a strategic GPS. It tells your stakeholders where you are going, why
If you want to understand how to win in Enterprise software, don't look at the flashy startup that just raised a Series A. Look at the beast that ate the world: Microsoft Teams. Whether you love it or hate it (and let's be honest, we all
In the world of Product Management, "strategy" often feels like a heavy word. It conjures up images of 50-page slide decks that nobody reads and consulting fees that could buy a small island. But at its core, strategy is just storytelling with evidence. To tell a good story
We have all been there. You are standing in line for coffee, or trapped in an elevator (literally), and someone asks, "So, what are you working on?" If you respond with a five-minute monologue about your backend architecture, you have lost them. If you respond with a crisp,
We live in a noisy world. If you are building enterprise software, you aren't just competing against other software companies; you are competing against inertia, spreadsheets, and the CTO's skepticism. Here is the trap most Product Managers fall into: They think a list of features is
Most product teams have a destination. They want to "Disrupt FinTech" or "Revolutionize Supply Chain." That is a vision. It’s a great North Star. But a North Star doesn't tell you how to cross the swamp, climb the mountain, or avoid the bears.
In Product Management, you are constantly fighting a two-front war. You have the internal battles (resource constraints, tech debt, that one stakeholder who loves comic sans) and the external battles (competitors, angry customers, shifting markets). If you try to fight these blind, you lose. You need a map. That is
