销售主导型开发的滑坡

Occasionally building something unique 和 small for a single customer makes sense. But enterprise software companies can easily fall into the habit of including custom work in too many of their major deals… with disastrous results. This (long) post lays out root issues 和 possible solutions.

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波士顿:路线图’的组织挑战(软件业务)

软件业务

Rich Mironov将于10月1-3日参加在波士顿举行的软件业务会议“如何处理观众的实际路线图问题。” Other speakers include Jared Spool, Tania Katan, Peldi Guilizzoni, Claire Suellentrop, David Cancel 和 Bruce McCarthy.

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播客: Organizational Anthropology

Individual product managers are focused on their individual products/services, but product leaders need to think about their organizational context: how do we get things done? 什么 motivates each functional group 和 how do we align incentives? Can we get out ahead of inevitable resource conflicts?

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战略工具链

斯科特·塞尔霍斯特’是成功产品战略步骤的周到图。这张图片肯定值1000字。

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Dog Whistles 和 the Myth of R&D Slack

狗哨300x229

那里’是一个狗哨声问题,带有关键短语,工程副总裁(和产品经理)会反复说,但销售人员或执行人员却听不见:“我们的开发进度不容松懈。我们’re fully booked.” …and… “如果我们做出新的客户承诺,我们将不得不从已经承诺给客户的项目中撤出技术人员。这意味着要拖延项目ABC。”

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促销价格表

价格表永远不会足够最新,足够详细或无法涵盖客户提出的尴尬特殊情况。因此,总部产品和定价人员倾向于在价格表的边际上进行很多修补。但是,我们可能会忘记价格表的“消费者”:支付我们薪水的销售代表和客户想知道该买什么。复杂的定价模型可能会自毁。

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路线图人迹罕至

Every tech start-up struggles to create a roadmap: that short set of PowerPoint slides which defines the next six quarters of updates, minor releases 和 important advances.  Since product managers strive for clarity, having a product roadmap is a critical communications tool.  However…

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Early Selling: Thoroughbreds 和 Explorers

寻找创业心态

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