Product Team Assessment

Assess the current state of your product team
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Please provide your email address and your primary job function. The other fields are optional.

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* required. All responses below are required.

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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

RESULTS

HIGH

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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.

HIGH

MEDIUM

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

MEDIUM

LOW

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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.

LOW
Points*
Product Roles and Responsibilities

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

Q1
Q1

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

Q2
Q2

We are regularly improving the practice of product management in our organization

Q3
Q3

Our product managers and marketers have frequent, direct contact with the market.

Q4
Q4

S1

4

#Q's

S2

2

#Q's

S3

5

#Q's

S4

4

#Q's

SECTION1
CALC
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LIVE

HIGH

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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.

S1 HIGH

LOW

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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.

S1 LOW
Product Strategy

We have a well-documented product strategy process (including market engagement and feedback).

Q5
Q5

We consistently follow our product strategy processes.

Q6
Q6

HIGH

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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.

S2 HIGH

LOW

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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.

S2 LOW
Product Planning

We have a well-documented product planning process (including strong collaboration with design and development).

Q7
Q7

We have a long-term roadmap aligned with the market.

Q8
Q8

We have a systematic and objective method for prioritizing product features.

Q9
Q9

Our product plans are rarely revised for the needs of a single client.

Q10
Q10

We consistently follow our product planning processes.

Q11
Q11

HIGH

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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.

S3 HIGH

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.

LOW

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S3 LOW
Product Growth

We have a well-documented product marketing and growth process (including release and launch, and collaboration with marketing and sales).

Q12
Q12

We get frequent feedback from both buyers and sellers about the buying experience.

Q13
Q13

We actively monitor customer metrics at the product level (including revenue).

Q14
Q14

We consistently follow our product growth and promotion processes.

Q15
Q15

HIGH

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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.

S4 HIGH

LOW

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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.

S4 LOW

If you want a copy of your results, print to PDF using your browser before clicking  Done  (below).

Thank you for taking the Team Assessment. To discuss your training needs with us, contact us today.

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Check out our Approach and Offerings at Product Growth Leaders to see how we can help your team deliver consistent growth.