How To Think Like A Product Manager
Bruno Aziza
4 Start-Ups. 4 Scale-Ups. X-Googler. Disruptor in Tech, Data & AI. ?? (Views Are My Own)
If you've been running a tech team, you must have noticed that your business has changed.??You have gone from cost & back office work to value & front office work.??
You now have the opportunity to focus your team on ‘generating value’ and one of the ways to do that is to build data products with data product managers.
But, you're probably wondering: "What do Product Managers look like in 2023?"
You’re in for a treat this week, because our guest is the authority in the subject.
She has been building data products for over 10 years, she has a lecture at MIT on this topic and she's telling us everything we need to know in about being a product manager, in this CarCast!
A 75% discount to her courses at the end of the video...
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Highlights from this week's CarCast
The issue with Product Managers...
What is "Product Sense"
What is the "Product Trio"?
Google Certified (1) Digital Cloud Leader & (2) Cloud Professional Architect | Global Product Development | Cloud Migration
1 年Bruno Aziza: While the 1st video is quite right on who takes the fall if the product fails, it is not as simple as that. I hope you agree with the following points: 1. The Product Manager is expected to either come up with new product ideas or enhance existing products to deliver more value across the board. While he/she is the owner, they can always (and should) collaborate with as many stakeholders as needed to get the value proposition as right as possible. Absent this, who else can be responsible? 2. When a product fails, while the product manager may take the blame, the impact is far deeper and serious. The team which has built the product and possibly hopes to keep it going for the product life cycle takes a hit - leading to undesirable situations for the team members, and beyond. 3. The development team is left scratching its head on why the project that was expected to be a (huge) success, that they toiled so hard to build, over late nights and weekends did not fare as well as expected. As companies go from start-up to well established, lose the things that made it successful. When bureaucracy sets in, slide is gradual. Singling out the Product Manager or any role does not really solve the problem.