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Showing all posts tagged "Team Buy In" ...

Product Management: Saying No Without Shutting Them Down

As a product manager, one of the hardest things you have to do is say ‘no’ to ideas, suggestions, requests and urgent demands from customers and internal stakeholders. However, adding the word ‘no’ to your management vocabulary is essential in order to make those difficult product decisions. You can’t be afraid to use it or else you end up with half-baked projects with an archive of features and no finished product. Making these decisions aren’t meant to be easy, but it is necessary. Saying ‘no’ to requests helps provide a focus around what is most important. Remember: you can’t do it all. ...

To manage a Product Roadmap, you must be a Diplomat, Strategist and Defender

It takes commitment to maintain the high level of trust required for company wide buy-in and follow-through. Here are the 3 roles Product Managers must perform to achieve roadmap leadership: The DiplomatIt’s not our role to dictate through authority where the product should go. Instead, we need to listen to all voices pulling in various directions, then negotiate priorities with clarity and transparency. First, we must lead with our ears and not with our mouth. By leaning on empathy, we can build an open-minded work culture that encourages collaboration, opinions, and feedback, allowing us ...

Essential Ingredients to Reach your Product Goals: Here's How to Accelerate Company Growth

The position of product manager can often be difficult to define. The job is not simply about covering tactical activities like managing backlogs, releases and user testing. It’s also about being strategic in delivering the true customer value, creating revenue at low cost and then getting your team to buy-in. So then how can you, as a product manager, accelerate a company’s growth and reach product goals? It is important to note that product management goes hand in hand with product innovation. Innovation is a key ingredient to creating and fueling growth for a company. If a customer find...

Factors that Damage Your Integrity. Reflecting on Adverse Conditions.

Product Managers rightly face criticism when negotiating or selling product vision to stakeholders. We increasingly turn to data analytics and customer insight in hopes of outlining a product's most pressing problems, whether it’s a user acquisition drop off, a shift in engagement, or failure to sway churn. My experience suggests that, if there is a poor acceptance or cultural fit, Product Managers end up with the bullseye on their back —and should take steps to understand cultural patterns that lead to unfavourable traction. Like what? Like colleagues not being available, withholding info...

You accomplish everything through others

Imagine attempting to persuade a stakeholder and it results in increased resistance. So much talk, so much rationale, so many facts. And because your approach was logical — one that leveraged data, your experience, and expertise — friction and disagreement ensues. The Product Manager title alone won’t sway others, nor will it command the attention of stakeholders. Bottom line, we have no power to make other people see things as we do. You aren’t going to win every battle. Leadership is going to be wrong sometimes. Engineers will estimate wrongly. And Sales will always promise things your pr...

To make engineers more autonomous create a partnership

It is 5:00PM in the office, and a member of the engineering team stops by the Product team desk and expresses they want to build everything at once. When discussed, the head of engineering states that excessive rework undermines motivation. That they prefer focusing on code without a lot of distraction. That continual change tends to corrupt the structure of the software and once something is "done" it should never be revisited. What is wrong with these people? Is there a subculture of haters holding back continuous integration so to prevent the validation of the evolving product? It turns...

You need to be contagious and thrive on the right amount of tension

I've been in product for a while. Each year I write a few lines to re-frame what the hell it is I do and how to remain successful.--- Product management is a discipline of quirky nonconformists responsible of defining the "why". Winning products thrive on the direction of these individuals who evolve in tandem with the types of products, customers, and markets they engages with. I have yet to see a standard job description for a Product Manager. None of the work I do happens in a vacuum which is why we must learn to influence; not direct. Remain aware of company culture while managing the...