• How Product Managers Can Build Empathy with Agile Teams 

    Product managers serve many constituencies – customers, partners, development, operations, marketing, sales, support, finance, etc. While they would like to be considered to be the CEO of their product, they’re not. A core challenge for product managers is to use their influence to optimize how all parts of the organization work to achieve the product and company’s goals. A key way to grow influence is empathy. Having product managers and product owners build a project to enhance their product backlog prioritization calculations using a low code platform might be a good way to build empathy. Sometimes a little dogfooding goes a long way.

  • Proof That Medium SEO Works

    If you ever wondered if Medium is good for SEO, I can offer some tangible proof. I have been blogging at DevelopmentCorporate.com for 12 years. I write about enterprise software product management and mergers/acquisitions. It is a niche blog that gets some decent traffic. I have been republishing my content on Medium since late 2018. Recently I discovered that an article from my blog that I republished n Medium ranked #1 for a Google search term. My original post on my blog ranked #3.

  • 15 Product Manager Memes for 2022

    I belong to a Facebook Group called Product Management Memes. It has over 4,300 members and is simply a meme stash for product managers, marketers, and corporate life. People post amusing stuff every day. There’s no self-promotion or spam, just entertainment. Here are 15 of the most popular posts from the past few weeks based […]

  • Is Your Backlog Too Big? A New Technique for Prioritization

    How many items are in your product backlog? 50? 100? 500? A favorite tactic for product managers dealing with stakeholder suggestions is to tell them they ‘will put it in the backlog.’ Unfortunately, many backlog items will languish in the backlog for months or even years before being prioritized for a Sprint. Many years ago I inherited the product management of a B2B SaaS Managed File Transfer solution. The backlog had over 300 items. On average we completed 8 items per Sprint. It would have taken us 3 years to complete all the items in the backlog, assuming no new items were discovered or added. Is Your Backlog Too Big? And are there some new techniques you can use to prioritize it?

  • Zillow AI Goes Crazy. Causes $8 Billion Drop in Market Cap, a $304 Million Operating Loss, and 2,000+ Jobs

    On November 2, 2021, Zillow announced its third quarter results. While total revenues were up 88% in comparison to 2020, Zillow missed its guidance and announced that they were shutting down their largest revenue stream, Zillow Offers.. The news wiped off 45% of Zillow’s market cap in less than a week. Zillow also announced layoffs of up to 25% of their staff. The root cause has been laid at the feet of Zillow’s AI Zillow’s algorithms overestimated the value of the homes for which they paid. At the same time, Zillow was aggressively expanding its purchasing program, acquiring more homes in the last two quarters than it had in the two years prior. Zillow’s Offer algorithm leveraged Facebook’s Prophet Python AI library.

  • Late Majority Product Management: Somebody Has to Do It

    2022 is an exciting time to be a product manager. It is a great time to be at the center of new product development. Product managers at firms that IPO’d in 2021 like Snowflake, Doordash, Palantir, Gitlab, FreshWorks, and Coinbase are riding high. Unfortunately, products in the early adopter and early majority stage of the technology adoption life cycle only account for a portion of the product managers working today. An equal, if not greater, number of product managers work on products that are in the late majority and laggard stages of the TALC. These products account for more than half of all software product revenue in 2021. Late majority product management is tough, but some has to do it.

  • Product Managers: How Can You Estimate Your Competitor’s Product Line Revenues?

    Understanding your competitors’ product line revenues is critical. Revenue information helps to put the relative strength or weakness of a competitor into the proper context. It helps product managers to make the best decisions about priorities, investments, and focus. It is relatively straightforward to understand the total revenues of competitors. Product line revenues are tougher. There are a number of techniques you can use to estimate competitor product line revenues