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Organizations are complex and change is hard. Simply publishing a fresh org chart, reprioritizing a roadmap, or implementing another successful company’s best practice is not enough. There is no one-size-fits-all organization, especially not in a time of crisis. As product leaders, we must understand our own situations, blockers and talent pool. And demonstrate that our product management expertise is especially valuable in a crisis. How should we think clearly and strategically about shuffled priorities so that we support our customer base when it really matters?
How do we continue to demonstrate empathy as the most important “feature” in our product organization? How do we “sell” change while implementing it? Join us in our next Executive Series webinar (a partnership with Product Development Days and Pragmatic Institute) to hear from Rich Mironov as he guides you through these questions to help you succeed as a product leader in a time of change.
Rich is a seasoned tech executive and serial entrepreneur who has been the “product guy” at six start-ups including as CEO and VP Product Management. He coaches product executives, product management teams and agile development organizations. Rich parachutes into software companies as interim VP Products/CPO to address company-level product/market/engineering/revenue issues. He is a relentless blogger, speaker, teacher and mentor on software strategy, product management, and aligning “what-we-can-build” with “what-markets-will-pay-for.”
Rich has consulted to more than 120 tech companies on:
• Organizing the product organization. How do we find, grow and mentor great product teams? What about division of labor among product managers, product owners and product marketers? How can product management inform technical decision-making with nuanced market insights?
• Product leadership. How are Director/VP Product/CPO/Head of Product roles different from individual product management? What skills, tools, techniques, recruiting approaches and mentoring models do they need?
• Scaling up. Larger companies face product/portfolio issues more complex than single-product market validation. How do we balance competing interests and technology roadmaps? What are the inevitable conflicts of big product teams?