How can you lead product development as a product manager?

Define the Product vision in such a way that you wold be able to explain what problem this product is going to solve after launch. And work together to solve that problem.

Rather than feedback on MVPs, I prefer selling the MVPs. If it is sellable then only develop it, else feedback is a vicious circle.

It is always important to know market drivers, coming changes of laws, on-going changes of customers behavior an experience/expectations. Unformal discussions with customers (companies) and market researches are needed. He/she has to discuss his/her visions and customers′ feedbacks with internal teams in order to create a product or service with new value that customers will pay for. Product Manager is some kind of "evangelist" who leads the way and shows the product future. He must be a mix of a dreamer and realist to be visioner who is not living in clouds but stands on ground. A s

I think the truth about product vision is that you need to image the perfect product in your head. It's a highly creative process and there is no framework to do it step by step. My opinion is that you need to speak to your existing and potential customers as much as you can and try to create in your mind image of perfect product that could solve their problems.

Defining a great product vision is an art, not a science. 1. The "Why": Start with the problem, not the solution. Drivers of the product. 2. The "What": pain points you are addressing? The impact of the problem. 3. The "Who": One you are helping? Be specific and relatable. 4. The "Vision": Where do you see this product in the future? Inspire and motivate with a clear long-term goal. 5. Focus on the journey of the user, not just features. 6. Keep product vision clear and concise: Aim for a single, memorable statement. It should be easy to understand and communicate. 7. Focus on the essence. Don't cram everything in, capture the core message effectively. 8. Collaborate and Iterate: Involve stakeholders and get feedback 9. Measure and learn

Always start with the value the whole development process will deliver. This will help the development teams head into their oart of the job with complete visibility of the process.

The most important thing in communicating the product vision, before and after launch, is to explain in synthesis what matters to which stakeholder, as true value creation is a complex ecosystem composed by many parts.

Product vision shouldn't be a dry laundry list of features, but a captivating narrative. We connect with stories, they spark emotions, and that's the key to truly selling your vision. Think of it as crafting a mini-epic for your stakeholders, with a clear protagonist – the user and their pain point – a compelling journey powered by your product's features, and a thrilling climax where the user emerges victorious, transformed by the product's impact. The introduction paints a vivid picture of the user's current struggle The plot unveils your product's features not as technical specs, but as tools that empower the user The climax reveals the "happily ever after" brought about by your product.

Product vision should always be communicated through multiples ways - - A mix of presentation infographic and image reference - Accompany vision with user research tools like survey, pools, etc - Engage the audience during the discussion through an interactive session - Catch up post the vision discussion to answer any follow up questions - Concise and compelling storytelling is very important

I totally agree, it is imperative to align and communicate the objectives that are in sync with the product objectives. Communicate reason the product vision

As a PM you can Conduct workshops or brainstorming sessions where team members can contribute ideas and insights. Encourage open discussions to foster a collaborative environment. Create a living document that outlines the product vision, goals, and key strategies. Allow team members to contribute and comment on this document, ensuring collective ownership.

Involving the team at early stage is helpful in clearing your assumptions , because many perspectives will get added once you start brainstorming.

1. Storytelling: Weave product vision into a compelling narrative they connect with. 2. Collaboration: Brainstorm, build, and refine the vision together. 3. Empowerment: Give ownership and decision-making power. 4. Feedback: Encourage honest input and celebrate contributions. 5. Clear Goals: Define purpose and celebrate achievements together.

Involving the team in crafting product vision is a very good idea for product managers. - Creating a culture of ownership, initiative and commitment - Access to a pool of perspectives, brainstorming sessions and ideas - Team collaboration, commitment and support - More robust Product Decisions covering all factors - Better Communication and Collaboration

The early you involve the team the better. My advice here is to bring all characters around the table to a joined empathy level. What I mean by that is that not only they have to understand and align on the product vision but they have to understand each other role and crucial contribution to the final result and build mutual respect, as well as respect for users, and clients in a B2B2C environment.

Prioritizing a product vision is extremely important and achieved through keen evaluation, and selecting the most significant and achievable features. - user data analysis - defining the boundaries of product problem statement - impact analysis - feasibility analysis - market and competitor analysis - roadmap definition - create a repeatable process of product feature evaluation

Quite a lateral note from my side. I often saw very dysfunctional prioritization meetings and processes as the list of features was extracted from tools with kind of a flat logic. It's crucial IMHO to have a strategic view of what to do next, even as the things you manage become smaller in size or more diverse. Connecting features or tasks to strategic objectives avoid losing focus to tactical motives and make decision making more explicit.

Product manager should focus on "Why," and not "What" when prioritising product vision. Aim to solve a burning problem. Try to inspire with ultimate future impact. And always keep it clear, concise, and relatable.

I have used different prioritization methods. Choose a method that aligns with your organization's approach. It's best if there's no need for additional training to talk about aspects of the Product Vision. If a Product Manager wants to try new methods, that's okay, but make sure it stays consistent throughout the Product Vision Lifecycle. Additionally, the data used for prioritization is crucial. Ensure it's reliable, and communicate the data sources to stakeholders.

A new product could be a fantastic in eyes of PM but it can be also a far a way from reality. I remember one company that spent a lot of time and money on development of product that was not needed by market (it comes too late with an old HW/SW). Very soon the market confirmed that there is not a demand. In some cases the product can be launched on market too early (the market is not ready for it yet). In both cases a market research or talks with customers about new product are recomended before a huge amount of effort is spent on it.

The feedback gathered from validation exercises should not only assess the current assumptions but also uncover new insights that could refine or pivot the product vision. It’s important to be open to learning that the initial vision may need to be adjusted. A resilient product vision is one that can adapt based on customer feedback without losing sight of the core objectives. The iterative process of validation and improvement should be embedded in the product culture. It should encourage a mindset of learning and agility within the team, fostering an environment where feedback is seen as a valuable asset for growth. This approach minimizes the risk of building a product based on flawed assumptions and maximizes the chances of PMF.

From my experience, there is a significant difference between what you envision creating based on your own or validated vision at the beginning and the actual needs of the customers. I'm certain that regularly revisiting your vision and refining it based on market needs is the key.

Validating the product vision is essential to ensure it aligns with customer needs and preferences. Instead of assuming it's correct, you must test it through methods like customer interviews, surveys, usability tests, or experiments to gather feedback and data. Analyzing this feedback helps you verify whether the vision meets customer expectations. Based on the results, iterate and refine the product vision to better serve your target audience and improve overall alignment with their needs.

In my long experience in digital sports tech I have observed, how both on the client and vendor side, most of the efforts are put between ideation and launch. I would like to highlight the underestimated relevance of the ongoing product manager work that is done post launch as you start to have the product in the hands of users/fans. Using data and any public manifestation of users experience and feelings is invaluable. Also, being a true user (no VIP access or backdoors) helps a lot to build empathy and also generate new ideas.

Firstly, don't assume your audience knows your product purpose or pain points - and if this isn't clear it will undermine the credibility of the vision. Hence remember to start with the 'why' of your product(s) and then outline the problem statement, factoring in user needs, competitive landscape analysis, technology trends etc. Then smoothly connect how the vision solves for current market and product pain points and inefficiencies. Equally important - ensure your team and key stakeholders participate in shaping the problem statement and vision. A vested interest catalyses creativity and contribution across a broader group of key constituents that ultimately makes the product vision more informed and more likely to be realised.

In my experience, nothing inspires a development team like a customer story. The chasm between engineers and their end users is typically huge and is product management's role and responsibility to help build that bridge. Demonstrating your understanding of the customer problem and how we intend to fix it helps the product development teams trust your leadership and gain confidence in the solution that's being built.

Understand the consumer of your product, what their need is and what is already available to them to meet this need. Include your stakeholders in the process from inception to roll out - they will see some things you may not and enrich your product. Understand the environment in which the product will operate - is it relevant for today, today and tomorrow, or for a future market - and create and build it accordingly.

Product vision should always be guided by consumer needs tied to business requirements. Product Managers often treat vision and strategy as rigid but in practice, good product vision should be agile enough to allow for adaptability to address changing consumer needs effectively. I would argue it is as important to stay iterative with vision as it is with product. Of course, this does not mean repeated change without direction. Lastly, the single most crucial quality a PM can have is stakeholder empathy. An honest effort to understand varied stakeholder POV not only helps align them with vision but also serves to keep the product relevant and the PM grounded. This allows the product to remain relevant even through growth and mature phases

Leading product development as a product manager requires a multifaceted approach. Firstly, it's essential to have a deep understanding of your target market and customer needs. You must define a clear product vision and roadmap, outlining the product's goals and priorities. Effective communication and collaboration with cross-functional teams, including engineers and designers, are crucial to ensure the project's success. Finally, continuous feedback, iteration, and the ability to adapt to changing market conditions are key to steering the product development process towards delivering a successful and valuable product.