Maintaining your agility while simultaneously making the product development process predictable is one of the biggest challenges any product leader faces.
It was about a year ago that we realized:
- we were failing at this, and
- our laissez-faire, do-what-you-will take on project management was the culprit.
This was hard for us to accept because our lack of rigid project management was exactly what had allowed us to build a great product in the first place. As time went on and both our team and product grew, the project management philosophy that once propelled us ahead had begun to slow us down.
It’s easy to see hiring as a cure to many scaling ills.
Most organizations that start hiring to build out the product team have not exhausted the potential on their current team. They’re missing a huge opportunity right in front of them. Growing your team from within is harder and requires more effort, but I believe it also helps you build a fundamentally stronger team in the long-run.
Amplitude was founded on the belief that companies are about to enter a new era. And if you’ve been paying attention to the leaders of the world’s largest companies, you might share in this belief as well.
Like general product management, the role of mobile product managers emerged out of a need to serve the changing face of tech. It’s a specialized role that requires specialized skills that cater to mobile products.
The relationship between manager and product is a tight one. As a mobile product manager, you have to stay abreast of the market and make adjustments quickly. With new apps and platforms, the face of tech is changing quickly.
Here we look at the skills every successful product manager needs in order to conquer the changing landscape.
At the Product Analytics Summit in Seattle this past March, we chatted with some of our customers about how they use Amplitude as part of their product development toolbox. Product managers and data scientists from Intuit, Under Armour, MINDBODY and Against Gravity shared with us the strategies they use to uncover their core metrics, figure out the types of insights they look for in their data and the role product analytics play in their product decision making.
Their name says it all, power users. Users with power. They use your product regularly and as a result, know it inside and out. If your product has special features, they know about them and use them religiously. If your product needs an update or two, power users will let you know.
They’re your most engaged users, which make them valuable. They reach out to you first and give you feedback. Unlike average users who wait to hear from you, power users leave comments, in-app reviews and email you.
But just because you receive an outpouring of feedback from them, doesn’t mean you’re at their beck and call. They’re important, but they shouldn’t dictate everything you do.
When Ashley Carroll joined Social Capital, a Palo Alto based venture capital firm, she didn’t aspire to become an investor. Hailing from a tenured career in product management, she was just super passionate about working with startups. “I had become pretty active as a mentor and advisor to various startups and really enjoyed it! It was a nights and weekends hobby, but then I realized that helping entrepreneurs was a lot of what a good investor’s day-to-day entails.”