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Most companies don’t have real product managers. They have feature owners, project managers, or product owners but not PMs who truly own outcomes. Marty Cagan explains why a real product manager is essential for an empowered product team. Here’s why: - Engineers own feasibility. - Designers own usability. - But who owns value and viability? Without a strong product manager in place, there’s a critical gap that no one else can fill. Are you truly driving product outcomes, or just managing features? Watch the full conversation here: https://lnkd.in/d2txQTbt

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Product Manager? Got it. But Product Lead? That’s where things get a little… fuzzy.👀 Here’s the deal: A Product Lead isn’t just a glorified PM or a stepping stone to senior roles. It’s a pivotal position that holds product teams together while driving impact across the board. Think of it as the glue between execution and strategy. 🧠✨ 👉But what exactly does a Product Lead do? 👉How is it different from being a PM? 👉And do you really need this role in your org? 🔗Head to https://lnkd.in/guF7RV8H to get the clarity you need! #ProductManagement #ProductLeadership #ProductLead #ProductTeam

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Mapping a process isn’t enough. Design for people. We love Loubna Elharrif’s argument that designing a service is not enough. True success comes from practicing service design. Too many teams stop at mapping steps and launching features, assuming that means the job is done. Services often fail in real-world use without focusing on user needs, staff enablement, full journeys, and continuous feedback. Check out her post: https://lnkd.in/gXBqS7DR Here’s what that means: → Designing a service = building the basic structure of a service (the “what”) → Service design = understanding and shaping the entire system to work well for people (the “how and why”) Organizations need to go beyond surface-level design and apply service design thinking throughout the system to build services that work for people. 💬 We asked Loubna why she wrote the post: “Everything I post is based on real conversations, workshops, and interactions with colleagues and real users. I’ve noticed that some people often confuse designing a service with service design. So I’m just trying to break it down in a simple way, something that’s easy to understand and relate to.” Love it. Helio helps you test and improve services with UX metrics by quickly getting feedback from real people. You can see where they get stuck, what makes sense, and what needs to change. Before you build. #uxresearch #productdiscovery #marketresearch #productdesign

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A “Product Manager” is quite a confusing position! Put another level of crazy when considering a 𝗧𝗘𝗖𝗛𝗡𝗜𝗖𝗔𝗟 Product Manager! Who are they? What does "Technical Product Manager" even mean?! Technically... This is a Specialized PM, who holds Technical expert knowledge. She/he is responsible for choosing the priorities of what to change in the Product and how to implement it. Unlike a classical Product Manager, this position may include being a formal leader of the team and being directly responsible for the solutions and progress. So a merger of Product Manager, Project Manager, and Engineering Manager, but for good reasons. Being a tech expert helps to combine those roles and choose where the person should focus one’s energy. As this position does include Product and project management, it is often known as "Technical Program Manager" as well! Here are the subvariants I am aware of: ▶️ 𝘉𝘢𝘤𝘬𝘦𝘯𝘥/𝘗𝘭𝘢𝘵𝘧𝘰𝘳𝘮 𝘗𝘔 - TPM focused on simply having the Product work well from the technical standpoint. This person will know a lot about maintaining particular technology, servers, and load balancing. He/she has most often nothing to do with design, marketing, or client directly. The only goal is to run the product as fast and as reliably as possible at a minimum cost. ▶️ 𝘈𝘐 𝘗𝘔 - PM focused on any AI-related aspect of the Product. Has to excel and know the technology, often holds an AI PhD. This PM will know how and where to best use AI, is able to determine the costs of using this tech, and should be on top of any research or discoveries that involve AI and can be used to great effect in the product. ▶️ 𝘈𝘗𝘐 𝘗𝘳𝘰𝘥𝘶𝘤𝘵 𝘔𝘢𝘯𝘢𝘨𝘦𝘳 - PM focused on making it possible for other products to integrate with her/his Product. The responsibilities include keeping API stable and quick as well as easily and safely accessible. Very similar to a Backend PM, but rather than keeping the Product itself going, she/he makes sure that the Product can communicate with other products successfully on the technical level. ▶️ 𝘋𝘢𝘵𝘢 𝘗𝘳𝘰𝘥𝘶𝘤𝘵 𝘮𝘢𝘯𝘢𝘨𝘦𝘳 - PM that is responsible for maintaining tracking and asking the most pressing and complex data questions. In my opinion, often it's just Senior/Principal Data Analyst. He/She will be on a mission to provide and effectively visualize key Product data, make sure that it can be obtained and maintained as cheaply as possible, and provide the business with helpful insights, that will help to grow the Product. Do you know more Technical Product Managers? Can you believe I found a Spider-Man finger-pointing meme with the exact number of Spider-Men I needed?! Do you consider yourself a Technical PM? Sound off in the comments! #productionmanagement #productexperience #productmanagers

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💡How to Prioritize User & Business Needs with Lean UX Canvas Lean UX Canvas is a strategic framework that helps teams align their product development efforts with user needs and business goals. Created by Jeff Gothelf, this canvas provides a structured way to apply Lean approach to product design. Practical tips for filling out the canvas 1️⃣ Business problem (What problem are we trying to solve?) Clearly define the core issue from a business perspective. Avoid vague statements—be specific about the value your product brings to users & business. 2️⃣ Business outcomes (How will we measure success?) Set measurable and actionable key performance indicators. Examples: increase user engagement by 20%, reduce churn by 15%, or improve checkout conversions by 10%. More about measuring success: https://lnkd.in/d4qxxwnQ 3️⃣ Users & customers (Who are your users? What are their needs?) Identify the primary target audience and their key pain points. Rely on research insights when defining your audience. 4️⃣ User benefits (How does this solution improve users’ lives?) Instead of listing features, focus on real-life benefits for users. Example: Instead of “faster checkout,” say “saves users 5 minutes per purchase.” 5️⃣ Solution ideas (What possible solutions could solve the problem?) Brainstorm multiple ideas before committing to a single solution. Sketch concepts, map out workflows, and explore different approaches. 6️⃣ Hypotheses (What do we believe to be true?) Frame hypotheses in this format: "We believe that [doing X] for [users] will achieve [desired outcome]." Example: We believe that adding a one-click checkout option for returning customers will reduce cart abandonment by 15%. 7️⃣ Things to learn first (What are our biggest unknowns or risks?) Identify critical assumptions that could make or break the product. Example: “Users are willing to pay a premium for faster shipping.” Test these assumptions early! 8️⃣ Least amount of work required to learn the most important thing (How can we quickly validate our ideas?) Define small, quick experiments to test hypotheses.  Example: Build MVP to validate the key points (https://lnkd.in/d6Rqy3yv) #lean #leanux #design #productdesign #uxdesign #userexperience

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🎯 Product leaders, strategists and discovery-minded teams - if you're not yet using Deep Research to build problem fluency, this one's for you. We all want to build better products. But too often, teams jump to solutions before they’ve understood the problem deeply enough to create real value. That’s where Deep Research can transform the game. In his blog, Principal Consultant Munish Malik introduces COSID, a structured prompting approach for working with AI tools like ChatGPT and Perplexity to run high-quality, multi-step research that uncovers systemic patterns, root causes and overlooked opportunities. ➡️ Context ➡️ Objective ➡️ Scope ➡️ Interest Areas ➡️ Deliverables What started as an experiment has evolved into a repeatable technique that accelerates discovery and elevates product thinking (all without requiring massive research budgets or timelines). Real-world results include: ✅ Uncovering new market segments and business models ✅ Reframing assumptions about user needs ✅ Strengthening the credibility of sales proposals This is applied AI in action, not just automating tasks but enhancing insight. 🔗 Read Munish's blog to explore how COSID works, see example prompts, and hear what happened when Munish demoed it live at Agile India 2025. https://lnkd.in/exijFX2K #AI #ProductManagement #DeepResearch #PromptEngineering

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If you're a product leader in B2B and would want to move your product organization towards a product mindset and a product operating model, then this book is gold. Lots of practical and pragmatic little steps that help you make that transformational shift. It explains practical ways to engage with around the main challenges Sebastian Borggrewe and Thomas Hartmann have seen over and over again in consulting with and coaching product organizations that want to transform to a product company. They wisely name that these challenges are systemic, interconnected and symptoms of a deeper organizational mindset. Their book helps you figure out how product thinking can replace project habits along the way. They touch on segmentation, pricing, product discovery, the product organization, prioritization, push vs. pull workstreams and how scalable configurations might look like. Challenges that are not isolated; they're all part of a bigger system you want to shift. Their book comes with practical tactics, wise insights and easy steps you can take to tackle each of these typical transformation challenges. Ever wondered how to get into the driver's seat of your company's product strategy? There are a ton of good insights in this book. I highly recommend it. #ProductLeadership #ProductOperatingModel #ProductTransformation

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⛳ What Stops Your Product Team From Success (https://lnkd.in/ePv7v4ax), a very honest and tangible overview of some of the common barriers to scale, delivery on time and underlying causes that delay and block successful outcome. By Dave Baines. 🤔 There is always more stuff to do than there is time. ✅ Without clear priorities, work is ad-hoc and aimless. ✅ Best investment: audit where your/team’s time goes. ✅ Spikes in unplanned work are silent productivity killers. ✅ Protect your calendar and calendars of your teams. 🤔 Over time, leaders get detached from daily operations. 🤔 Central approval eventually becomes a huge bottleneck. ✅ Efficient teams have agency + ownership of their work. ✅ But it requires clear targets + excellent communication. ✅ Nothing hurts a product more than strong assumptions. 🤔 Beware of repetitive tasks: they dran on energy and time. ✅ Review with your team what to reorganize and to automate. ✅ Establish a single channel for support/customer discussions. ✅ Make friends with sales/marketing → great way to break silos. 🚫 Pick the right battles to fight: you can’t fix internal politics. When we think about our work, we typically think about the work that we actually love doing. Perhaps designing flows in Figma, or organizing work of our teams, or conducting UX research with our customers. But too often it's actually a very small part of our work that we tend to focus on. As John Cutler noted (https://lnkd.in/e_jPNr5c), chances are high that 20–30% of your time goes into firefighting. Perhaps with a few regular meetings with the same people where you mention the same status update. Or preparing presentations where 80% of the people in the room are already familiar with what you are about to show. It’s not that all these activities are a waste of time. They are just the outcome of the way of how teams and workflows are organized. And very often, good meetings can save an incredible amount of time between emails, Slack messages and endless comments in Figma or in GitHub. In fact, if designed well, communication channels in Slack or Teams should be bustling with messages and ongoing conversations. But there must also be phases of calmness where team members can focus deeply on one thing that they need to complete — without meetings, interruptions and context switching. The best thing you can do is to audit where your time goes. Never skip retrospectives as they are the best way to spot and address troubles early. If you can, establish no-meetings days. And: make sure your calendar reflects your priorities well, and design it with attention to yourself and to your work. #ux #design

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The uncomfortable truth in Agile product development isn’t that AI will replace your team (it won’t) or that it’s useless hype (it isn’t). In this post from PST Stefan Wolpers, learn the pitfalls of relying solely on AI tools for problems that need contextual judgment. https://ow.ly/qFF350WHJ2S #Agile #AIInAgile

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Why do user researchers keep acting like they need approval to do the job they were hired for? Product managers don’t ask if they can set a roadmap. Engineers don’t request permission to write code. Marketers don’t wait to be invited to launch a campaign. If you position research as a favor instead of a business-critical function, don’t be surprised when it gets ignored. Here’s how to shift the mindset: 1. Stop waiting for permission. Lead with action. ↳ Instead of asking, “Can we run a study on this?” start saying, “We need to test this assumption before investing in development. Here’s how I’m tackling it.” Research doesn’t need a formal request. If you see a knowledge gap, start filling it. Teams take research seriously when they see it making decisions easier, not when they’re begged to include it. 2. Speak their language, not yours. ↳ Your stakeholders don’t care about research methods. They care about risk, revenue, and retention. - Don’t say, “Our usability test showed users struggled with navigation.” - Say, “Fixing this will reduce churn by 15%, unlocking $750K in revenue.” The faster you link insights to business outcomes, the faster research becomes non-negotiable. 3. Judge decisions based on the business, not just the research. ↳ Not every decision will follow the research and that’s not failure. The best business decision wins, and sometimes that means making trade-offs. Instead of getting frustrated when research isn’t followed, ask: - Does this align with company objectives? - What constraints are influencing this decision? - How can research help navigate these challenges? Being a great researcher isn’t about being “right.” It’s about helping teams make smarter trade-offs. 4. Make research the default, not an afterthought. ↳ If you’re always fighting to be included, the problem isn’t your stakeholders, but how research is positioned. Instead of waiting for an invite, embed research directly into the workflow: - New feature launch? Research is part of the roadmap - High churn? Research drives the investigation - Low adoption? Research informs the pivot When research is built into the process, you stop chasing buy-in—because teams expect it from the start. 5. Own your expertise. ↳ You weren’t hired to validate decisions. You were hired to make them better. - Stop asking, “Would research be helpful here?” - Start saying, “Here’s what we need to learn, and here’s how I’ll get us there.” Stop waiting for a seat at the table. Pull up a chair and make yourself indispensable. If you’re tired of fighting for buy-in, you don’t need another research framework, you need a new approach to influence. Join The Impact Membership, where I teach UXRs how to: - Position research as a business driver, not a cost center - Align insights with revenue, retention, and product strategy - Shift from service provider to strategic partner, so teams come to you first Your research is valuable. Stop waiting for permission to prove it.

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9 𝗣𝗿𝗼𝗱𝘂𝗰𝘁 𝗠𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗠𝘆𝘁𝗵𝘀 𝗧𝗵𝗮𝘁 𝗔𝗿𝗲 𝗛𝗼𝗹𝗱𝗶𝗻𝗴 𝗬𝗼𝘂 𝗕𝗮𝗰𝗸 🚫  What it takes to be a great Product Manager? Think again... From “PMs are mini-CEOs” to “you must have a technical background,” the world of product management is full of myths that can mislead many professionals.  So in this post, we're debunking:   ✅ The most common (and damaging) myths about product management   ✅ Why these misconceptions can hurt your career and your product   ✅ How to shift your mindset and focus on what really matters Let's dive in! 👇 P.S. Tag / share it with your friend who might need to know this.

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“We ran a design sprint. It was fine… but didn’t really move the needle.” If you’ve ever heard that, you’re not alone. Over the past 10 years, we’ve seen Design Sprints stuck at the wrong altitude — used too late in the product cycle, on problems that were too small, by people who didn’t have the authority to act on outcomes. But that’s not how it’s supposed to work. 👉 Sprints can drive major decisions — if you use them at the right moment. We break down: When to run a Design Sprint (based on real-life product phases) What kind of impact you can expect at each stage Why timing isn’t just a detail — it’s the difference between strategy and "UX theater" ⬇️ Swipe through the carousel 📘 Read the full article in the first comment 🔁 Share this if you’ve seen sprints misused too

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👀 Still interviewing senior PMs like they’re grads? Hiring a senior product manager is a strategic move, but too many interviews fall flat with generic questions, poor structure and missed opportunities. We've written a guide with 10 practical tips to help you run interviews that actually reflect the seniority of the role and attract the kind of talent you’re really looking for. 👉 Read the full post: https://lnkd.in/d-GrBrJC #ProductManagement #Hiring #InterviewTips #ProductLeadership #Recruitment

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