New England Product Group

Has the Proliferation of Frameworks Broken Product Management? Two weeks ago, I posed the question whether Agile is broken because teams are so focused on the process rather than the goals. I think it is fair for a similar introspective look at how teams are doing product management. Over the past decade, we have seen an explosion of frameworks promising to simplify the complexities of product management. From OKRs to RICE scoring, from Lean Canvas to Story Mapping, there is a framework for nearly every challenge we face. While these tools can be valuable, I am increasingly hearing from teams who feel more constrained than empowered by them. Frameworks are meant to serve us, not the other way around. Yet, it's easy to fall into the trap of prioritizing the framework over the problem it is meant to solve. Product teams spend hours debating the perfect OKR wording or calculating exact RICE scores, only to lose sight of the real goal: delivering value to customers and the business. Worse still, I have seen teams paralyzed by the sheer number of frameworks available. The process of choosing which tool to use often becomes a blocker in itself. Endless debates over prioritizing outcomes with OKRs, decisions with RICE, or innovation with Lean Canvas can sap a team’s energy before any actual work begins. When the focus shifts from solving customer problems to solving internal process dilemmas, progress grinds to a halt. Another common pitfall is the misconception that frameworks provide a precise, objective answer—if only you plug in the data or inputs. This is rarely the case. Frameworks are tools for structured thinking, not black boxes that produce perfect decisions. Relying on them too heavily can create a false sense of certainty, masking the messy reality of product work. The true value lies in how they spark discussion, guide prioritization, and help teams align, not in delivering a “correct” answer. The best product teams I’ve worked with use frameworks sparingly. They know these tools are starting points, not solutions. They adapt, experiment, and evolve their processes to fit their context instead of forcing their work into a rigid template. Most importantly, they never lose sight of the real goals and don't let the tools become a substitute for thinking. So, here’s my question for you: Are frameworks helping your team solve real problems, or have they become another layer of bureaucracy? How do you strike the balance between structure and creativity in your product process? I’d love to hear how your team navigates this challenge. #productmanagement #frameworks #fractionalCPO

?????? ???????? ?????????????? ?????????????? ???? ?????????????? ?????? ???????? As Founders and CEOs, it’s natural to want certainty about the future, especially as your company scales. One of the most common challenges I see in scaling organizations is the reliance on output-driven product roadmaps. These roadmaps often promise timelines and feature sets that aim to please stakeholders but fail to solve the most pressing customer and business problems. ?????????????? ?????? ???????? ???????????????? ???? ??????????: ??. ?????????????? ?????????????? ????????: Teams focus on delivering features rather than measurable business outcomes. This stifles innovation and leads to wasted effort. ??. ???????? ???? ????????????????????????????: Without a strong product vision, teams are overloaded with stakeholder requests, leading to scattered efforts and slow progress on your most important goals. ??. ???????????????? ????????????????????: A roadmap filled with features, not problems to solve, keeps teams from engaging deeply with your customer's actual needs. ??. ???????????? ???????????????? ????????????: By measuring success through delivery rather than results, you risk investing heavily in products and features that fail to drive revenue, growth, or retention. ???????? ???????????? ???????? ?????????????? ???????? ???????? ??????????????? ?? ???? ???????????? ???? ??????????????-??????????????, enabling your product teams to discover the best solutions to real customer problems. ?? ???? ???????????? ?????????? ???????? ???????? ?????????????? ????????????????, balancing near-term needs with long-term differentiation. ?? ???? ???????????? ?????????????? ???????? ?????????? to experiment, learn, and iterate—building products that matter. ?? ???? ???????????? ???? ??????????????-??????????????, measuring success based on the impact on customers and the business, not just on the delivery of features. Switching from output-driven to outcome-driven roadmaps isn’t just a product shift; it’s a leadership shift. And it starts with the right product leadership—someone who can bridge strategy and execution while keeping the team and customers at the center. Are you confident your roadmap is setting you up for long-term success? If not, let’s talk.

The key to a viable product isn't just having users. It's having users who see your product as essential. How do your users view your product?

Harvard Business Review's latest IdeaCast podcast discusses the growth trend of companies using Fractional Executives. Some time ago, I made the decision to shift the emphasis of New England Product Group's offerings to Fractional CPO, Interim Product Leadership, and Advisory services which I feel provide the greatest value and ROI to clients. It's great to hear that more companies are embracing the trend of the Fractional Executive model as an effective solution for their challenges. You can listen to the podcast here https://lnkd.in/eMAtdG9A For more on this topic, my book "Choosing the Right Product Expert for Your Company" helps readers who are unsure which type of product expert to engage for assistance with product management. It provides an understanding of the nuances of each type of product expert: Fractional Product Executive, Interim Product Executive, Advisor, and Product Management Consultant. The book covers when and why you would choose one over the others with insights about how they work with companies to solve different types of challenges. It also gives guidance on how to ensure a successful engagement with a product expert. For a limited time you can get a free copy of the book on the New England Product Group website at www.ne-pg.com/book #productmanagement #FractionalCPO #InterimCPO #FractionalExecutive #InterimExecutive #InterimManagement #Advisor #Executive #Leadership #CSuite #Strategy #Startup #Startups #Founder #Founders

What Space Physics Taught Me About Product-Market Fit: Finding Your Product's "L1" Product Management often feels like navigating deep space — attempting to steer a product toward its ideal trajectory while balancing complex and conflicting forces. Surprisingly, the field of orbital mechanics offers a powerful analogy for this journey. In space, there are pockets of relative stability where gravitational forces and the motion of celestial bodies balance. These are called Lagrange Points (such as L1). A spacecraft positioned at one of these points requires minimal energy to remain steady, as it naturally aligns with surrounding forces. For products to reach a similar point of stability, product-market fit requires harmonizing with the forces in the market. True product success is at the convergence of customer needs, technical feasibility, and business viability. My latest article published in Bootcamp on Medium discusses this topic https://lnkd.in/e3hR3GXn Looking for Fractional / Interim Product Leadership or an Advisor to help your team navigate these forces and achieve enduring product success? Let’s connect. www.ne-pg.com #ProductManagement #ProductDevelopment #ProductMarketFit #CustomerCentric #CustomerFocus #Fractional #Executive #FractionalExecutive #InterimExecutive #InterimManagement #Advisor

As a longtime product leader and advisor, I’ve worked closely with many product management teams. I’ve seen their successes, but I’ve also seen the challenges that can derail even the most talented teams. Here are the 7 dysfunctions I see most often. Calling them out is the first step to fixing them. ??. ???????? ???? ?????????? Trust is the foundation of a high-performing product team. Without it, teams become guarded, protect their silos, and fail to collaborate effectively. If team members don’t trust each other or leadership, everything becomes a struggle. ??. ???????? ???? ???????????????? Healthy debate is essential for great product outcomes. Yet, too often, teams avoid tough conversations to “keep the peace.” This results in half-baked ideas and unresolved issues, leading to resentment and frustration beneath the surface. ??. ???????? ???? ???????????????????? When teams can’t align on a decision or agree on priorities, there’s no clear path forward. Team members pursue their agendas, causing wasted effort and sending mixed messages across the organization. ??. ?????????????????? ???? ???????????????????????????? In high-performing teams, accountability isn’t optional—it’s a must. Unfortunately, I frequently see team members dodging responsibility, making excuses, or pointing fingers. This lack of accountability creates a culture of low standards, where expectations are unmet and excuses abound. ??. ?????????????????????? ???? ?????????????? The goal of product management is to deliver real value to customers and the business. But dysfunction shifts the focus from outcomes to internal politics, vanity metrics, or simply avoiding failure, which stifles meaningful progress. ??. ???????? ???? ???????????????? ?????????? The best product teams keep the customer at the heart of everything. Yet I’ve seen teams get so wrapped up in internal agendas that they lose sight of what customers truly need, resulting in products that miss the mark. ??. ???????? ?????????????????????????? Clear and consistent communication is the glue that holds product teams together. When communication falters within the team, with other departments, or with stakeholders, the result is lost alignment, missed deadlines, and misunderstandings. These dysfunctions impact more than just the product team—they ripple out, affecting the entire organization. Product leaders must tackle these issues head-on with courage and transparency. Take a close look at your product organization. Do you see any of these dysfunctions? If so, don’t let them fester. Address them by building a team that collaborates, holds each other accountable, and puts the customer first. Your customers, your business, and your team will thank you for it. If you need help elevating your product team, let's talk. www.ne-pg.com #ProductManagement #ProductDevelopment #Teams #OrganizationalEffectiveness #Fractional #Executive #FractionalExecutive #InterimExecutive #InterimManagement #Advisor

Whether you are filling a leadership gap or managing a major product launch, Interim Product Executives provide the expertise and oversight necessary to maintain momentum during times of uncertainty. Leadership transitions, rapid scaling, or organizational restructuring often demand immediate and full-time product leadership, even if only for a limited period. In these critical phases, Interim Product Executives provide stability, ensure continuity, and drive the product strategy forward while the company searches for a permanent hire or navigates through change. Learn more in this week's Elevating Product Excellence post. https://lnkd.in/evA5DGyk If your company is considering an Interim or Fractional Product Executive to elevate product management, let's talk. www.ne-pg.com #ProductManagement #ProductDevelopment #Strategy #Innovation #Technology #Tech #Startups #Startup #Scaleup #Business #Fractional #Executive #CPO #FractionalExecutive #InterimExecutive #InterimManagement #Advisor #Consultant

In the world of product management, I've seen countless debates about data types. Let me be crystal clear: ???????????????????????? ????. ?????????????????????? ????????: ????'?? ?????? ???? ????????????/???? ???????? Quantitative and qualitative data are not competitors. They're collaborative partners in understanding user needs. ?? ???????????????????????? ????????: ?????? ???????? ? Tells you the numbers ? Shows patterns and trends ? Provides measurable insights Examples: conversion rates, user engagement metrics, drop-off points ??? ?????????????????????? ????????: ?????? ?????? ? Reveals the human story behind the numbers ? Uncovers user motivations and emotions ? Provides context and depth Examples: user interviews, feedback sessions, usability testing ?? ?????? ?????????? ?????????????? ???????? ?????? ?????????????? ???????? Imagine you see a 30% drop in user registration (quantitative). A user interview reveals the form is confusing and time-consuming (qualitative). Together, these insights drive meaningful product improvements. ?????????????????????? ?????????????? ?????????????? ??????'?? ???????????? ?????????? They create a holistic view by: ? Collecting both data types ? Treating them as complementary ? Using each to validate and enrich the other ???????? ??????: The most powerful product decisions emerge from the dialogue between numbers and stories. ??????'?? ???????? ??????????????. ????????????????????. #ProductManagement #DataDrivenDecisions #UserCentricity #Fractional #Executive #CPO #FractionalExecutive #InterimExecutive #InterimManagement #Advisor #Consultant

The harsh truth about product-market fit is that most founders think they've achieved it way too early. After advising dozens of startups, I've noticed a consistent pattern. Teams celebrate initial traction (perhaps the first 100 customers) but miss the warning signs of impending churn. ????????'?? ???????? ???????????????? ?????????????????? ???????? ??????????????-???????????? ??????: 1. Consistent conversion to your paid offering (from freemium/trial offerings) 2. Your NPS is above 40, AND your churn rate stays below 5% for 6+ months 3. A high engagement rate that grows over time 4. Users actively champion your product without incentives 5. Customer acquisition cost decreases while lifetime value increases ???????? ????????????????????: Your early adopters should scale their usage, not just maintain it, thereby increasing revenue per customer and customer lifetime value. The real challenge isn't getting initial users - it's building a product that becomes increasingly essential to their operations over time. A user's willingness to pay is a crucial indicator that you have created something they value, and of course, it's essential to creating a profitable business. What metrics do you use to validate product-market fit in your organization? #ProductManagement #ProductDevelopment #ProductMarketFit #Technology #Tech #Startups #Startup #Founder #Founders #Fractional #Executive #CSuite #CPO #FractionalExecutive #InterimExecutive #InterimManagement #Advisor #Consultant

Every company can benefit from high-level guidance at critical junctures, no matter how strong its product team is. Product Management Advisors offer invaluable strategic insights, mentorship, and industry expertise without the need for daily operations involvement. Learn more in the latest NEPG Weekly Insights https://lnkd.in/drRNyc29 #ProductManagement #ProductDevelopment #Strategy #Innovation #Technology #Tech #Startups #Startup #Scaleup #Business #Fractional #Executive #CSuite #CPO #FractionalExecutive #InterimExecutive #InterimManagement #Advisor #Consultant