Tammy Tibbles’ Post

I am increasingly worried that instead of addressing systemic challenges we're choosing to direct our ire on personas (e.g., zero-interest PMs). I understand Casey Winters's statement (and have spoken with him about it), and I understand Ed Biden's sentiment. But... Someone hired those PMs. Someone funded those companies. Someone set expectations for those PMs. A leader benefitted (or didn't from their work). Someone had the job to mentor those PMs, and share business context and the strategy (assuming one even existed). Zero-interest rates impacted their companies, and may have in turn set expectations for their roles. This makes it about the PMs vs. the perverse incentives in companies during zero interest rates. Also creeping into these descriptions are character judgements on individuals ("Don't feel accountable"). Do we really believe there is some epidemic of people who don't feel accountable vs. environments where accountability is increasingly unsafe, unhealthy, or otherwise? These statements are giving a get-out-of-jail card to people presiding over (and shaping) these environments.

I'm loving this debate between John Cutler and Ed Biden - both are thinkers and leaders I deeply admire. Zero-interest PMs were hired by zero-interest Product Leaders, who were probably hired by zero-interest CEOs. It's turtling all the way up 🐢 Are they all incompetent? Nah, they are just a product of the environment. It would've been foolish to not take advantage of the zero-interest capital. The key question is whether these people - at all levels from the CEO to the PMs - are capable of adapting to the current environment where profit margin and sustainability are key. Everyone needs to 'sober up' after years of being drunk and high with cash. Zero-interest leaders focus on acquisition at all costs. Sober leaders focus on bringing solid value that leads to retention and sustainable growth. Zero-interest leaders double, triple, even quadruple the size of their team. Sober leaders realize that team size != productivity, that spending hours in alignment meetings for a small feature isn't any fun. Running lean is the way forward. Zero-interest leaders build or even acquire aggressively, trying to capture as much market as possible. Sober leaders are thoughtful in choosing just 1 or 2 things to do. Zero-interest leaders care about framework and rules "This is the only correct way to do product." Sober leaders care about results, knowing that those frameworks and rules are merely vehicles to achieve results. Ultimately, sober leaders are accountable for business performance, not just acting like consultants in suits talking big words and making pretty slides. It's not easy to sober up - but it's adapt or die.

It’s just easier to deflect and let “sh*t roll down hill”. John Cutler is right. More engaged IT team members aren’t enough to overcome systemic #culture and leadership issues. “Someone hired those PMs. Someone funded those companies. Someone set expectations for those PMs. A leader benefitted (or didn't from their work). Someone had the job to mentor those PMs, and share business context and the strategy (assuming one even existed).” #itleadership #projectleadership #projectmanagement #productleadership #productmanagement.

Great provocation Ed Biden about the need for true commerciality of product people. Of course, doing product well is a team sport, and PMs need to be set up for success within their context. Leaders - are you creating an environment in which product management can thrive and drive real business performance?

Yep I do agree. I think for ANY team member there must be a consideration of matrix for two metrics and two stakeholders: Metrics: Reduce cost Increase revenue Stakeholders: Customer Company By reducing cost / Increase revenue for customers, we get to create a product or service that adds more value to them. Based on that, Company can increase the selling price of the product /service that they provide for the customer, as the value that they provide outweighs the cost. For additional profitability, the company can also reduce internal cost or cost to acquire / serve customers.

Day plan of a Product Manager 🥇 1. Connecting and Communicating - Product team to review and plan the day - Support team to collect feedbacks - Marketing team with GTM - Engineering team to review status - Sales team to update selling features and roadmap 2. Learning and Analysing - Review product sale, marketing and revenue - Review your product backlog, Priorities - Review KPIs - Learn market trends, competitors and technologies. - Conduct customer Surveys 3. Deciding and Documenting - Record take aways from meetings - Record customer feedback - Improve Product road map, backlogs with new features - Write blogs, promotions, problem statements, hypothesis. ⚠️ If you fail to plan, you planned to fail..

Welcome to Blueprint Product Manager Mindset Monday 2024! Product managers play a pivotal role in shaping the success of a product, and creativity and innovativeness are essential qualities and requirements to do so. In a dynamic market, the ability to think outside the box and bring fresh, innovative ideas to the table is not just an asset but a necessity. Creative product managers not only design features but craft experiences, anticipating user needs and delivering solutions that not only meet expectations but exceed them. In a landscape where innovation is the currency of relevance, embracing creativity is not just a choice – it's a means for survival.

It is evident that product managers play a critical role in the success of a product, and one of their key responsibilities is to track and measure the performance of the product. This is where product metrics and Key Performance Indicators (KPIs) come into play. These tools help product managers make data-driven decisions, optimize their strategies, and ensure that the product aligns with business goals. Here's how product managers can effectively use product metrics and KPIs:

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When I speak to Product Managers, I always try to find out what makes them tick and why they love doing what they do. The phrase I tend to hear the most is "No two days are ever the same". Saying this, the majority also mention the importance of organisation to keep everything on track. On that note, I wanted to share some insights from several PMs that I have recently spoken to who've walked me through what can make up their daily routines. Early Morning - ➡️Catching up on emails and overnight developments ➡️Reviewing the day's plan, including the product roadmap and priorities ➡️Attending meetings with stakeholders to ensure alignment and clarity Late Morning - ➡️Diving into meetings with engineers, designers and marketers to discuss progress, address technical challenges, and ensure alignment with the product vision Lunchtime - ➡️Taking a breather and recharging Early Afternoon - ➡️Conducting user testing sessions or analysing user feedback to gather insights on how the product is performing in real-world scenarios ➡️Researching competitors to stay ahead in the market, identifying strengths, weaknesses, and opportunities for development Late Afternoon - ➡️Collaborating with the customer support team to address escalated issues, identify common pain points, and plan improvements ➡️Reassessing and possibly reshuffling the product roadmap based on the day’s developments Of course, this is just a glimpse into some of the things that make up a Product Manager’s role and some of these duties won’t be a daily occurrence but it’s always good to hear from PMs what their day to day can look like. Have I missed anything important?