Product Team Assessments

Is your product team performing to the level necessary to stay competitive in the market?

  • Is your product management team experiencing chaos in their processes?
  • Is your organization suffering through poor communication and lack of clarity around roles and responsibilities?
  • Or, are you at an inflection point where you are looking to develop your organizational strategy for the next chapter?

Get a first look into the current state of your teams with a FREE self-assessment.

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In order to gain maximum value from your team, it is critical to gain clarity in the current state of your product organization’s roles, processes and capabilities.

Our Product Organization Assessments were created to help you gain these insights through crucial conversations around your processes and artifacts, roles and responsibilities, and a current state.

Leverage these insights to develop your organization’s improvement plan.

Develop your organization’s improvement plan

Product Organizational Assessments

These deep dive assessments include interactive working sessions.
Process Audit
Process Audit

Document your current practices for product management—from idea to market. Determine your major documents, handoffs and points of friction. Compare and align multiple views of the process.

Roles and Responsibilities
Roles and Responsibilities

Remove chaos with clearly defined roles and responsibilities—specifically in product management, product marketing, development, and marketing.

Current State Analysis
Current State Analysis

Gain insight into the current strengths and challenges of your product management and marketing organizations. Understand the gaps between current capabilities and future organization needs.

Product Growth Strategy Assessment

Assessment Name

Assess the current state of product marketing skills for your product team

For each statement, please answer Yes, No, or Inconsistent as to the current state of your product team.

 
Product Roles and Responsibilities
SECTION 1

Our roles and responsibilities in product marketing, product management, and marketing are well understood.

Q1
Q1

Our product marketers are considered experts on the buyers and markets.

Q2
Q2

We have a common language for product marketing that enables consistency.

Q3
Q3

We are regularly improving the practice of product marketing in our organization.

Q4
Q4
Market Analysis
SECTION 2

We have multiple "listening posts" in the market such as feedback from sales, success, and support teams.

Q5
Q5

We have multiple methods for capturing competitive insights.

Q6
Q6

Our product marketers have direct contact with buyers frequently.

Q7
Q7

We leverage analytics to refine our product marketing programs.

Q8
Q8
Go-to-Market Strategy
SECTION 3 TEAM

We have a well-documented process for developing our go-to-market strategy which aligns with our growth objectives.

Q9
Q9

Our product marketing efforts and resources align with our go-to-market strategy and growth objectives.

Q10
Q10

We validate our product and market messages with buyers.

Q11
Q11

We monitor key metrics to measure the success of product marketing.

Q12
Q12
Buyer Enablement
SECTION 4 TEAM

Our product launch process includes organizational readiness for all customer-facing departments (such as sales, marketing, support, and services).

Q13
Q13

Our product marketers have deep expertise in buyers and their buying journeys.

Q14
Q14

We enable sales teams with tools that align with the buyer's journey.

Q15
Q15

We have clear communication between product marketing and marketing teams on the scope of sales and marketing programs.

Q16
Q16

Please provide your information. We will email your results.

* required.

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When are you taking this assessment?

Your assessment has been submitted. Check your email for your results. If you don't receive an email, check your spam folder. Contact success@productgrowthleaders.com for assistance.

Did you respond to all statements and enter all required fields? Submit again after entering the required fields.

QA-HIDE WHEN LIVE

You have room to grow to build a strong foundation. Alignment and standards are keys to success. There are many areas where you can make significant gains. Ensuring that roles, responsibilities, and process are defined and documented is a good start.

Excellence is within reach. You've made a great start but there are still some areas where you can improve.

Congratulations! You have a great product team that is aligned with the needs of the market. Keep your eye on the long-term roadmap and continue to monitor your product successes.

S1

4

S1score

S2

4

S2score

S3

4

S3score

S4

4

S4score

SECTION
CALC
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LIVE

S2 description

Technology drives invention; problems drive innovation. Clayton Christiansen, in his book The Innovators Solution recommended an innovation process that begins with the problem to be solved (or, in his words, the job to be done). Customer interviews, observation, and market data lead to a deep understanding of new products to build and new markets to serve.

One of the secrets of product success is clarity of roles and responsibilities. Clear roles, a common language, and a common set of tools ensures alignment across your teams.

Consistency is evidence of professionalism. Using the same language, tools, and templates ensures that leadership and colleagues understand what is being presented and what it means.

Technology drives invention; problems drive innovation. Clayton Christiansen, in his book The Innovators Solution recommended an innovation process that begins with the problem to be solved (or, in his words, the job to be done). Customer interviews, observation, and market data lead to a deep understanding of new products to build and new markets to serve.

Continue to leverage customer interviews, observation, and market data for a deep understanding of new products to build and new markets to serve. Remember: Technology drives invention; problems drive innovation.

One of the most common failure scenarios is when product plans don’t truly address real market-wide problems. The key is to ensure that product teams deeply understand the market you serve, the problems you solve, and the business priority of the work. Be watchful that demands from a single prospect or client don't derail your roadmap.

Many teams have a process that is documented but rarely followed. In some cases, products get defined and created despite the process. If you’re not following your process, it’s time to create a new process.

A well-documented planning process ensures that product teams deeply understand the market you serve, the problems you solve, and the business priority of the work.

There is much to do! For many teams, product get released into the market without adequate tools such as competitive positioning and messaging, sales enablement tools, and a sales playbook.

Achieve product growth by empowering customer-facing teams during each step of the buyer’s journey. Keep tabs on product success with on-going market feedback and product metrics.

Achieve product growth by empowering customer-facing teams during each step of the buyer’s journey. Continue to keep tabs on product success with on-going market feedback and product metrics.