post

Footer About

Footer Contribute

Footer Get Involved

Footer Links

Mind the Product

Customer

How behavioral economics can improve product strategy

Product Roadmap

Why most product roadmaps fail: Phil Hornby (Product Leadership Coach) – ProductTank Porto

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

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

Join us at #mtpcon London in 2025 – mark your calendars

Connecting fans to creators at Spotify (Dariusz Dziuk, Product Lead, Spotify)

Why teams often struggle with OKRs: A conversation with Jeff Gothelf

Deep dive: Crafting your product vision and mission

5 ways to invent and simplify as an AI/ML product manager

Daniel Elizalde is a Product Executive with over 20 years of experience leveraging emerging technologies to drive product innovation in industries such as climate tech, eCommerce, manufacturing, telecommunications, automotive, and semiconductors.

Daniel Elizalde

<a href="http://www.ronlichty.com" target="_blank">Ron Lichty</a> was first a product manager at Apple 25 years ago, then managed development of Apple&#8217;s Macintosh UI. Since then, he&#8217;s mostly focused on the development part of the team. His fifth book, <a href="http://amzn.to/1UrI53m" target="_blank">Managing the Unmanageable: Rules, Tools and Wisdom for Managing Software People and Projects</a>, was published 3 years ago and it turns out Ron has an eye for what keeps teams from achieving clarity out of chaos &#8211; he has a feel for how to make software development hum &#8211; and often it comes from fixing the interface between development and product management.
That divide is typically huge, and so he counsels developers, development managers, and scrum masters alike to forge alliances with their product manager counterparts. And in this presentation at ProductTank San Francisco, he outlined how product managers can do the same – how to get their developers to love them and, along the way, enable high performance teams.
<h2>Recognise What Matters</h2>
To set the stage, Ron shared one of the 300 rules of thumb that he and his co-author collected for their book:
<blockquote>In the beginning, everyone will talk about scope, and budget, and schedule, but in the end, nobody really cares about any of those things. The only thing they care about is this: People will love your software, or they won&#8217;t. So that&#8217;s the only criterion to which you should truly manage. 
&#8211; SF CTO and now CEO <a href="https://twitter.com/joekleinschmidt" target="_blank">Joe Kleinschmidt</a>.</blockquote>
Ron then shares some of the key things that truly motivate developers &#8211; helping them see the difference they can make in the world through the work they do on your product, ensuring they have opportunities to learn and grow, making your environment and your culture fun, and giving recognition and praise. Equally important is knowing what de-motivates programmers but, first and foremost, gain their respect.
<h2>It&#8217;s All About Partnership</h2>
Getting development teams to love you begins with an attitude of partnering. The key product management responsibilities in that partnership are to prioritize ruthlessly, and to bring clarity to every customer request. Developers need to always, always know that the code they&#8217;re working on now will deliver the most value and delight to your mutual customers. And they need to see value from the customers&#8217; viewpoint, which more than anything will bring clarity of purpose and clarity to delivery. Of course, fully engaging developers means also engaging users (remember, it&#8217;s about delighting users!) Additionally, developers count on product managers to work the trade-offs between scope and schedule to deliver, not an impossible product at an impossible time, but the best product in the best possible time.
<h2>Responsibilities</h2>
Product Owners ideally need to always be available to their teams &#8211; clarification needs can arise at the most unexpected times. They need to be there and ready with data &#8211; what exactly makes this feature so valuable to our customers? why are our customers asking for the feature this way? (Turns out developers are really driven by data.)
Fully engaging developers also demands that product people deliver the &#8220;who&#8221;, &#8220;what&#8221; and &#8220;why&#8221; &#8211; but never the &#8220;how&#8221;. The challenge Ron put to product managers is for them to entice their teams to deliver the &#8220;how&#8221; with a richness that provides options beyond anything they might expect.
In partnership with development managers and scrum masters, product owners should always be figuring out how to be a dampener to the noise &#8211; the torrent of demands for time and attention inside companies that compete for and block the focus that developers would otherwise give your code. Similarly, those groups of leaders should all work together to foment amazing teamwork &#8211; to enable and support groups of developers towards becoming high performance teams. In part, that means bringing a culture of listening, agility, and self-organization. A culture based not just around practices, but around agile values &#8211; around not just doing agile but actually being agile.
Fundamentally, it&#8217;s about partnership, and the ultimate message is very simple: Nothing breaks the partnership model like micromanagement &#8211; from any source. But nothing beats partnership for synergy and unexpected brilliance.

core/freeform

Product Management Process

How to F.A.I.L. better in product by Marc Abraham

Fighting product-market drift by Dave Wascha

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

Learnings from London: Going from Meh to Awesome by Shiva Rajaraman

The art of product management with Ken Norton

Using principles to make better decisions faster by Martin Eriksson

Rethinking delivery with product operations in the age of product

What’s stopping teams from running experiments by Cameron Savage

Top 7 signs you’re in a bad product system by Scott Williamson

How to bring product thinking to any team by Merissa Silk

Product Owners: How to Get Your Development Team to Love You

ProductTank Tauranga

ProductTank Bielefeld

ProductTank Auckland

ProductTank Vilnius

ProductTank Timisoara

ProductTank Stockholm

ProductTank München

ProductTank Düsseldorf

ProductTank Birmingham

ProductTank Norwich

ProductTank Heidelberg

ProductTank Malmö

ProductTank Amsterdam

ProductTank Barcelona

ProductTank Newcastle Upon Tyne

ProductTank London

ProductTank Curitiba

ProductTank Brisbane

ProductTank Perth

ProductTank Málaga

ProductTank Buenos Aires

ProductTank Tokyo

ProductTank Braunschweig

ProductTank Edinburgh

ProductTank Pittsburgh

ProductTank Dubai

ProductTank Vienna

ProductTank Bristol

ProductTank Washington

ProductTank Bucharest

ProductTank Valencia

ProductTank Raleigh

ProductTank Atlanta

ProductTank Brno

ProductTank Paris

ProductTank Orlando

ProductTank Rotterdam

ProductTank Montréal

ProductTank Bangkok

ProductTank San Diego

ProductTank Hong Kong

ProductTank Charlotte

ProductTank Exeter

ProductTank Manchester