I know this comment is years after the original video was uploaded -- I would have liked this review when I was shopping around, so here it is -- Melissa's courses on Product Institute are great, for a beginner! I have not started the Product Strategy course yet, so can't say anything about how advanced that is - but the PM foundations and Metrics courses have been very helpful for me - who has been a PO for years and is making the transition into a PM role.
Thank you so much for sharing your experience-it’s never too late to leave such an insightful comment, and we truly appreciate it! Melissa’s courses are indeed a fantastic resource for anyone transitioning into product management. We're thrilled to hear the courses have been so helpful in your journey. 🎉 Speaking of growth and inspiration, we’re celebrating 10 years of Productized this year! We’d love to have you join us at our anniversary conference-it’s the perfect opportunity to connect with thought leaders and take your PM skills to the next level. Hope to see you there! 🚀
a great talk! agile is becoming popular, at the same time lots of people just learnt the motion of doing scrum. The true agility starts from the right problem, the product management is the key to enable it. I like how Melissa wrap up at the end - it all comes down to people, yes people with right mindset!
It's not quite right that Agile doesn't talk about customers. Even it's quite the opposite. Agile puts emphasis on velocity to ship a product quickly so that you can get feedback from customers early on and then adjust your product iteratively. What went wrong is that we practice Agile in the wrong formate or half format and then blame that it's not working.
Every function in org thinks they should be the one leading :) Everyone thinks they are the most important. I'm an engineer and I've heard the same thing for engineering so many times. Companies should be led by customer needs and satisfying those. Product/marketing/sales/engineering are all subordinate to that.
@@alexdubelko3349 Then it's need driven, not product driven. Product can be a way to meet customer needs; a solution space. It doesn't have to be a product that achieves that purpose.
@@kobac8207 When people refer to 'Product' it doesn't mean it's an actual 'product', it can be a service, etc. Product means it's the instrument that delivers 'value' by satisfying the customer's needs, pains, desires, etc. I think your company is thinking of Product as simply making product specs or something. But what you are saying is exactly a Product Led company
@@alexdubelko3349 I don't agree for the reasons I've mentioned. Product being a solution space, needs being the problem space. Talking about the customer needs instead of the product or anything in the solution space anchors the conversations and aligns the effort. Service was never interpreted as a product, although your definition would like to extend that far. I'd say that's also one of the reasons there's a distinction between service and product companies. As a side note, having a 'product' department or function in the company carries higher risk of being interpreted as something that is a more valuable function and that everyone else is a supporting role.
@@kobac8207 Thanks for the comment kobac. I see what you're saying about solution space. You should actually check out her book 'Built Trap' but also check out "Customer Discovery Habits" (Really good book). Many of these leading Product books make a huge point to stop thinking in the solution space, since your solution is built on a ton of assumptions. Spend time interviewing, researching, etc and understanding the customer's story, then go back validate, test hypothesis on whether you actually understand the need, if the need is big enough, urgent enough, important enough, etc, then you spend time coming up with multiple solution hypotheses to test against the customer's problems. I think there's an implicit instinct for Product people to jump to an instant solution before throughly exploring the problem. But really good Product is led by customer need or that's what it should be.
n.- «Peanut buttering (v)-The tendency to evenly distribute resources across the full range of a product rather than focusing on a few core Value Propositions.
I know this comment is years after the original video was uploaded -- I would have liked this review when I was shopping around, so here it is --
Melissa's courses on Product Institute are great, for a beginner! I have not started the Product Strategy course yet, so can't say anything about how advanced that is - but the PM foundations and Metrics courses have been very helpful for me - who has been a PO for years and is making the transition into a PM role.
Thank you so much for sharing your experience-it’s never too late to leave such an insightful comment, and we truly appreciate it! Melissa’s courses are indeed a fantastic resource for anyone transitioning into product management. We're thrilled to hear the courses have been so helpful in your journey. 🎉
Speaking of growth and inspiration, we’re celebrating 10 years of Productized this year! We’d love to have you join us at our anniversary conference-it’s the perfect opportunity to connect with thought leaders and take your PM skills to the next level. Hope to see you there! 🚀
Thanks from Australia, this was helpful indeed.
Thanks! Hope to see you in Lisbon 2025!
Great talk. One of the best PM talks I saw recently. Wonderful content and delivery.
I really enjoyed the memes, good examples and the learned-lessions in this talk.
a great talk! agile is becoming popular, at the same time lots of people just learnt the motion of doing scrum. The true agility starts from the right problem, the product management is the key to enable it. I like how Melissa wrap up at the end - it all comes down to people, yes people with right mindset!
Great talk, even better book. Read it, it is mind blowing!
Fantastic talk! spot on, and well communicated.
Super stuff
Insightful!! Thanks
clean thought process
It's not quite right that Agile doesn't talk about customers. Even it's quite the opposite. Agile puts emphasis on velocity to ship a product quickly so that you can get feedback from customers early on and then adjust your product iteratively. What went wrong is that we practice Agile in the wrong formate or half format and then blame that it's not working.
Every function in org thinks they should be the one leading :) Everyone thinks they are the most important. I'm an engineer and I've heard the same thing for engineering so many times.
Companies should be led by customer needs and satisfying those.
Product/marketing/sales/engineering are all subordinate to that.
Technically led by the "customer's needs and satisfying those" is the very definition of Product
@@alexdubelko3349 Then it's need driven, not product driven. Product can be a way to meet customer needs; a solution space. It doesn't have to be a product that achieves that purpose.
@@kobac8207 When people refer to 'Product' it doesn't mean it's an actual 'product', it can be a service, etc. Product means it's the instrument that delivers 'value' by satisfying the customer's needs, pains, desires, etc. I think your company is thinking of Product as simply making product specs or something. But what you are saying is exactly a Product Led company
@@alexdubelko3349 I don't agree for the reasons I've mentioned. Product being a solution space, needs being the problem space. Talking about the customer needs instead of the product or anything in the solution space anchors the conversations and aligns the effort. Service was never interpreted as a product, although your definition would like to extend that far. I'd say that's also one of the reasons there's a distinction between service and product companies.
As a side note, having a 'product' department or function in the company carries higher risk of being interpreted as something that is a more valuable function and that everyone else is a supporting role.
@@kobac8207 Thanks for the comment kobac. I see what you're saying about solution space. You should actually check out her book 'Built Trap' but also check out "Customer Discovery Habits" (Really good book). Many of these leading Product books make a huge point to stop thinking in the solution space, since your solution is built on a ton of assumptions. Spend time interviewing, researching, etc and understanding the customer's story, then go back validate, test hypothesis on whether you actually understand the need, if the need is big enough, urgent enough, important enough, etc, then you spend time coming up with multiple solution hypotheses to test against the customer's problems.
I think there's an implicit instinct for Product people to jump to an instant solution before throughly exploring the problem. But really good Product is led by customer need or that's what it should be.
Is the Donald Rumsfeld slide there because.. we went into Iraq with zero certainly??
@14:55
Someone give me a page where I can get all these memes!
What about engineering led organisations?
You end up with betamax
Still super relevant
“My developers” says everything about fiefdoms.
As a Dev, hearing someone say "My developers" makes my skin crawl everytime. If you're on the team, just say "My team" or "The Devs on my team". 🤷♂️
14:15. The CTO stopped you and ask you for all the documentation. He is an Indian I bet.
😂😂😂
I wonder who has put dislike or if they even speak any English or just have missing link in brain.
wow
talk to your customers. look at the evidence. build a process around it.
Dafuq is peanut buttering?
n.- «Peanut buttering (v)-The tendency to evenly distribute resources across the full range of a product rather than focusing on a few core Value Propositions.
Thanks. Less memes be great