Product Management

Planning is hard because it's inherently different from other exercises your organization takes on . Rather than focusing on day-to-day execution, it requires a large number of people to think about a variety of possible futures, align on one single future, and then plot a concrete course to get there. Taking this on for your own personal goals (f

Rolling out a new plan gives leaders the opportunity to create strong buy-in, trust, and excitement for the work ahead. Don't squander it.

In my experience, echoed by a few people I’ve chatted with, there is a general rule of thumb vis-a-vis the categories of work above:

A “Great PM” is

excellent in one area,

good in at least one other,

and doesn’t have time for more than two.

Using “Great PM” language, you should strive to be “Great,” as superlative as possible, in one of those four are

2. Know the customer. Talk to them. It is tempting to assume that we understand our customers, but we are often wrong. We validate our assumptions through qualitative and quantitative customer input.

Tech-enabled Network of Teams over Individuals and interactions over processes and tools

With thoughtfulness and shared effort, the plan will come together and be ready to share with the entire company. This should be a moment of celebration. With the help of all of the leaders across the organization, and with all of the information at your disposal, you’ve come up with the best possible plan. Share the vision, the strategy, and the e