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5 Strategies for Success in Product Management

Tom Spencer

In the competitive, fast-paced, and ever-evolving landscape of technology and business, the role of a product manager is pivotal. A great product manager is not just a project coordinator, they are visionaries, strategists, and leaders. As such, effective communication is the backbone of successful product management.

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How Agile Managers Use Uncertainty to Create Better Decisions Faster

Johanna Rothman

Strategy and Product Feedback Loops Many of my middle-management and senior leadership clients want certainty about future work. One of these managers said, “I have so much uncertainty and ambiguity. Does that sound like an agile team to you? However, managers don't create features as agile teams do.

Agile 95
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How to See Business Agility: Adaptable and Resilient Management Actions

Johanna Rothman

More of my clients say they want business agility. Yet, we don't share a common definition of business agility. Instead, let's consider how to see management's adaptable and resilient actions. Those actions show that managers change their actions in the face of new information or feedback. That's a good thing.)

Agile 88
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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 4

Johanna Rothman

I started this series with observations that my clients appear to confuse strategy and tactics. They think agile approaches are tactics and agile tools are part of their strategy. That's why they want to Buy an agile approach. They can manage the cost of the tools.

Agile 96
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How to Become an Agile Learner

Harvard Business

Learning agility — the skill of learning from experiences so you can succeed in new situations — is a much sought-after skill to create a flexible, mobile, and resilient workforce. For example, a leader with learning agility can successfully transfer their talents across different parts of an organization.

Agile 89
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Agile Approaches Offer Strategic Advantage; Agile Tools are Tactics, Part 2

Johanna Rothman

So when does it make sense to customize your agile approach to gain a strategic advantage? They want an agile approach, so they started with Scrum. We don't think we need to be “religious” about our agile approach as long as we get the benefit. Then, they Built their agile approach based on their needs.

Agile 104
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Three Keys for Successful Agile Coaching: Level, Empathy, and Experience

Johanna Rothman

On the ANE panel last night, an agile coach asked, “What's my path forward as an agile coach? I said that if the coach wanted to move up the hierarchy in the organization, the coach needed some form of management experience. Focus on business results, not agility per se. What do I do next?” Most cannot.

Agile 109