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Mind the Product

Podcast

Why product managers are getting fired – Dave Wascha (CPTO and Advisor)

#mtpcon

The key principles of PLG: Leah Tharin at #mtpcon London 2025 (Product Advisor)

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

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Three unconventional ways to be a better product manager 

What product leaders can learn from mergers and acquisitions – Vincent Jong (CPO, Dealfront)

Inside Amex’s mobile app redesign – Jose Quesada at #mtpcon London 2025 (VP Product, Amex)

Breaking into product management: A practical guide for aspiring product professionals

The best resources for product managers in 2025

Andres is a freelance writer and digital marketer with a background in engineering and a keen interest in the latest technology advancements. He currently helps tech companies and startups tell their stories by turning their complex ideas into easy to understand material. You can reach out to him on LinkedIn

Andres Phillips

<p>In this ProductTank London talk, <a href="https://www.linkedin.com/in/jpgcc/?originalSubdomain=pt" target="_blank" rel="noopener">João Craveiro, Lead Product Manager at Farfetch</a>, provides some tips on how product managers can turn internal-facing products into products that are just as well-loved as the crown-jewel customer-facing products.</p>
<p>Watch the video to see his talk in full or read on for an overview of his key points:</p>
<ul>
<li>But it’s just internal-facing, right?</li>
<li>Is it fair to call internal-facing products, products?</li>
<li>Creating a customer-enabling product</li>
</ul>
<h2>But it’s just internal-facing, right?</h2>
<p>Many companies don’t treat internal-facing products with the same attention as they do customer-facing products. However, that’s only until it degrades your customers’ experience, drives your users mad, or someone makes a mistake.</p>
<p>Bad internal products can become customer-facing problems while good internal products help customers. João explains that it is better to call internal products customer-enabling products instead.</p>
<h2>Is it fair to call internal-facing products, products?</h2>
<p>Sometimes internal-facing products aren’t classed as products, but the reality is a product only needs to have certain characteristics. A product needs to be:</p>
<ul>
<li><strong>Valuable</strong>: Allowing teams to achieve business goals in exchange for delivering value to the customer.</li>
<li><strong>Usable</strong>: Product managers need to find the user experience that matches the user’s Job to Be Done and deliver the experience.</li>
<li><strong>Feasible</strong>: Product teams need to ask, can we build (and maintain) this product with available technology and cost compatible with business goals?</li>
</ul>
<p>The vision and strategy of an internal-facing product don’t exist in a void. Product managers should establish a golden thread that takes you from your product capabilities through OKRs, product KPIs, company KPIs and company goals to the overarching goal.</p>
<h2>Creating a customer-enabling product</h2>
<h3>Team</h3>
<p>When you’re creating an internal-facing product, it needs to have a solid team. This team needs to be cross-functional, mission-driven, and have been working together for long enough to make a difference. Also, everyone on the team should be product-oriented.</p>
<h3>Users</h3>
<p>Many product managers assume that because a product is internal that you already have a captive user base. The truth is, not really. Remember that these users are human, and you need to treat them as such by being fair end ethical. Also, as the product manager, make an effort to meet your users because they’re already close to you. If they aren’t, go and meet them and take your team with you.</p>
<h3>Stakeholders</h3>
<p>High-interest stakeholders can be your best allies and are very much interested in the product’s success, whether they are your users or bosses. Users can generate more attention and champion products, while your bosses can advocate for more resources. However, you should also be aware that stakeholders are juggling various priorities. To aid them in prioritizing your product, you should strive to keep them informed with data.</p>
<p>On the other hand, product managers should also take note of low-interest stakeholders. These stakeholders can impact the product, but they may have bigger fish to fry and cannot fully commit their attention to your product. As the product manager, you can counteract this by blowing your trumpet and garnering more attention for your team and product to increase visibility and credibility.</p>
<p>The key takeaways from this talk are that internal-facing products can become externally visible problems when things go wrong, and therefore, they shouldn’t be treated like second-class citizens.</p>
<h2>Enjoy more from ProductTank</h2>
<p><a href="https://www.mindtheproduct.com/producttank/" target="_blank" rel="noopener">ProductTanks</a> are informal meetups, created by Mind the Product, to bring local product people together and to enable speakers to share amazing product insights. Today we have ProductTanks in more than 200 cities across the globe and there’s probably one near you.</p>
<p><a href="https://www.mindtheproduct.com/producttank/" target="_blank" rel="noopener">Learn more about ProductTank – find your local meetup, explore more ProductTank content, see the latest ProductTank news, and discover ways to get involved!</a></p>
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core/freeform

Making product magic with cross-functional collaboration by Ebi Atawodi

10 years Wiser: Lessons learned from scaling Wise by Nilan Peiris

Breaking down misconceptions to create healthier teams by Adrian Howard

Creating courageous product teams with Yi-Wei Ang

Mastering perspective – zoom in, zoom out as a product leader by Navya Rehani Gupta

Building healthy and high performing teams with West Monroe

The importance of psychological safety for remote teams by Diana Stepner

Common transformation pitfalls by Marty Cagan

Building a digital product organisation, brick by brick by Nils Michaelis

Product, dance, and pockets of brilliance by Pippa Topp

Internal facing products don’t have to be bad by João Craveiro

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