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Your team score*
*out of a total of 45 points; Yes = 3, No = 0, Inconsistent = 1. >35: High; 25-35: Medium; <25: Low
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.
Excellence is within reach. You've made a great start but there are still some areas where you can improve.
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.
Product Roles and Responsibilities
Our roles and responsibilities in product management, development, and marketing are well-understood.
We have a common language for product management that enables consistency.
We are regularly improving the practice of product management in our organization
Our product managers and marketers have frequent, direct contact with the market.
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.
Many product teams are not doing the jobs their organizations need them to do. How many departments are hiding their headcount in product management or product marketing?
Everyone with a product role needs first-hand knowledge of customers. Surveys and analyst reports simply don’t provide the deep insights necessary for defining, describing, and delivering products to market.
We have a well-documented product strategy process (including market engagement and feedback).
We consistently follow our product strategy processes.
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.
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.
We have a well-documented product planning process (including strong collaboration with design and development).
We have a long-term roadmap aligned with the market.
We have a systematic and objective method for prioritizing product features.
Our product plans are rarely revised for the needs of a single client.
We consistently follow our product planning processes.
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. Be watchful that demands from a single prospect or client don’t derail your roadmap.
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.
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.
We have a well-documented product marketing and growth process (including release and launch, and collaboration with marketing and sales).
We get frequent feedback from both buyers and sellers about the buying experience.
We actively monitor customer metrics at the product level (including revenue).
We consistently follow our product growth and promotion processes.
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. Keep tabs on product success with on-going market feedback and product metrics. Many products get released into the market without providing adequate tools such as competitive positioning and messaging, sales enablement tools, and a sales playbook.
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