How do you manage the tension between strategy and execution in product management?
A few years ago, a handful of coworkers and I represented our company at a tech job fair. The company made sure we were a diverse crew of developers, recruiters, designers and me—the product manager—so that we would look like a strong, growing company.
An effective product launch is important to product success, but equally important is having a solid product roadmap that lays the groundwork for your team and the future of your product.
Does this scene sound familiar? A product gets the green light, management pins high hopes on it, the CEO talks to the media and sales starts taking orders. Then suddenly, your boss wakes up and realizes that the ROI calculation hasn’t been updated—or worse, it is non-existent.
Look around: It’s a desolate wasteland. Zombies walk the earth, slowly, relentlessly. They are hungry and they don’t discriminate. Before they turn on you and eat you alive, it’s time to blow them away and send them to their final rest.
Despite my professional involvement in online marketing for over a decade, it was not until 2008 that I fully recognized social media was here to stay and would disrupt our existing media landscape. In 2008, I was captivated by how the Obama campaign changed the rules of running a modern political campaign.
We’ve all worked with leaders who excel in their roles. And we’ve all worked with leaders who just get by. But even dynamic leaders who are really good at what they do could improve. Organizations need leaders who are more than merely effective. They need enduring leaders—those who can help propel their organizations forward to remain relevant in the marketplace.