Product managers have been called ‘the CEO of the product’ by Ben Horowitz. While you may agree or disagree with that statement, product managers, like CEOs, make decisions that have a long term impact. Even after you moved to another job years ago, the decisions you made back then are likely to still affect the product and its users today.
With that daunting thought in mind, no wonder product managers like to use whatever data they can get their hands on to substantiate their decisions! Read More
Roadmaps. And those problems that we seem to face again and again when creating them. I haven’t met a single product manager - including myself - who has not gotten a paw stuck in the countless traps that are luring just around the corner when setting out as a visionary. Luckily, there are ways to avoid those traps, if we keep aware of the forces - time pressure, expectations and investors - that will influence our decision making. Read More
I see myself as a bridge between the models that I build and the business. There is a huge problem where data scientists are seen as data wranglers and not communicators. They sit in the corner and build a model and then have difficulty explaining the implication or how this is actionable in a clear way to the business. Read More
Gallup found 90% of people in Western Europe are not engaged at work. If their study was conducted in the early 1800’s, during the first wave of industrialization which pushed millions of people into unrelenting factory jobs, you might expect it. It was carried out in 2017, which makes it almost unfathomable given the billions spent on culture, leadership and engagement annually. Read More
I suspect we might be reaching an inflection point in the evolution of content technology. We might be reaching the point where vendors stop pretending that servicing large web properties from a single CMS is a good idea, and instead they begin to embrace and even celebrate the idea of orchestrating content from multiple providers. Read More
Avoiding bad hires 100 percent of the time would probably be a dream come true in HR. Not to mention the teams that have to live with that person just not working out. Decades of optimizing recruitment processes have certainly gone a long way, but is it actually possible never again to hire the wrong person? Read More
How often do standard change methods result in actual, deep rooted and lasting change?
According to the Gartner: 50% of change efforts are clear failures, 16% have mixed results and only the remainder are somewhat successful. If we want to create real, sustainable change, then top down classical methods for change may not work. Read More
Then, on a nice Monday morning, the assistant would tell us that we have resigned from our current job, and that we are starting a job at another company. Of course, that job is better paid and with more perspective than the one at our previous company. Read More
Agile has been with us for more than ten years. At its core, it relies heavily on adaptiveness. So why are so many organizations still trying to implement agile the way it was done ten years ago? Read More
Too often we don’t find what we are looking for when using the organization’s own search application. Whether it’s on the corporate site or the intranet. As a result, we waste time, scrolling for the content or fleeing back to Google, because we accept a somewhat saddening fact; that Google has a seemingly better overview of our content than anyone in our own organization. Read More
Telling people what to do is a sure fire way of not making real change. As well as getting them to secretly resent you.
That’s the unmistakable message from 2018 Boye conference keynote speaker Rachel Happe, who is co-founder and principal at US-based The Community Roundtable (TheCR). Read More
The workplace of tomorrow is long overdue. It sounds like an anomaly, but think about it. Today's workplace runs still largely according to Victorian values. We come to a workplace where we are managed in hierarchical structures, kept in one place for set hours every day, then go home to our 'other' lives. Read More
When you look at how to speed up a complex digital project and deliver high-quality end-user experiences, the palette of options placed in front of you is daunting. It’s never a binary decision what to do next.
What I’m seeing experienced digital managers do—when their organizational challenges get too wild—is to put shared tools in front of di!erent teams with di!erent needs. That way, they nudge their divergent teams to work together on advancing projects. Read More
If you’ve been working with digital for the past years, you have probably heard of mobile-first. When mobile-first was introduced by Google in 2010, it had a tremendous impact on how solutions were developed. Programmers and others started to think about smartphones and tablets before thinking about desktops and this required a huge change in thinking and also led to a fair share of confusion. Read More
How can we as software product managers set up radically experimental projects to gauge the viability of new ideas—without risking ongoing business and without confining ourselves to the restrictions of the current business environment? Read More