You should build activation mechanisms that will allow new users to get to know your product and understand how and in what situations it creates added value for them. All key product metrics will depend on the quality of solving this problem.

Everywhere I go, I see massive amounts of product waste: development work delivered on time/on budget that doesn’t drive sales or customer satisfaction or business improvement. Yet somehow we don’t see this waste, or mis-attribute it to engineering process problems.

Today’s post considers what to do when you encounter pushback or resistance from outside the product trio, especially when it comes to conducting customer interviews.

Working with data helps companies across the board to unlock their potential and become more productive and better at making decisions. However, making people in the team and company rely on data involves a lot of work. Product managers must often set a strategy, reinvent processes, and change organizational behavior. 

Product managers are in high demand while their job descriptions vary greatly. Here are 5 things that product managers should never be asked to do.

Consider your neighborhood supermarket. When you walk in, you see somewhere between 40,000 – 50,000 products. How do you decide which to buy? Do you buy products you already know? How often do you buy something you haven’t tried before or substitute a product with something new?

Activation is a very important part of the product. All new users are exposed to the activation and onboarding process. So, even small improvements in this area affect all the key elements of the growth model: retention, monetization, user acquisition, etc. This is why product teams invest significant resources in building and optimizing the activation in the product.

Gen Z now makes up a large part of the workforce. Use this Gen Z playbook to motivate, develop, & retain the next generation of talent!

Cable companies survived the great unbundling thanks to selling Internet service; they may be best place to make the bundle of the future.

Instead, look at org design and incentives