Product managers may think their job is to get internal stakeholders to *agree* on priorities, choices and roadmaps. Rich sees something else: that the different groups within our companies have natural and predictable conflicts about what's most important or urgent. Enterprise sales teams, marketing groups, support teams/customer success, engineering leadership and executives have their own objectives and sampling biases. How do product managers understand their organizations and also build out a reasonable product plan?
Rich Mironov is a 35-year veteran of Silicon Valley product management including 6 B2B startups. He is a smokejumper product executive – parachuting into software companies to run product teams on an interim basis – and has coached scores of product leaders. He founded Product Camp, has been blogging about software product management since 2002 and his “Art of Product Management” was one of the first books on the subject. He writes at www.mironov.com.
Please expect webinar details in your mailbox shortly after completing payment.