Graeme Port

The are just a few spots left for me 2h masterclass Essential Coaching Skills for Product Leaders, which I'll be offering to both US and UK/EU time zones. Pick the option that suits you and we'll go from there. My masterclass will aim to answer these three core questions: - What do we mean by “coaching”? - How can a coaching approach change your leadership style? - What is it about asking open-ended questions that make all the difference? The course is a mix of theory and practice, giving everyone an opportunity to put your learnings into practice. If you have any other questions, just drop me a DM and I'll be happy to have a chat.

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As an ambitious product person, probably the best thing that can happen to you is to report to a Craftsperson manager who has a high bar and can give specific, clear, not-hand wavy feedback on how your proposals and thinking can be more correct, although unfortunately if given a choice, >50% of ambitious product people don’t choose to report to such a manager.

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Seeing this says to me the Ruroc EOX launch has flopped. If you're asking customers "why didn't you buy" with options of: "Product Design isn't good enough" "I am waiting for a good promotion" ...You have to be deluded if you think you're going to get actionable information from a survey like this. Here's what has gone wrong for Ruroc. Firstly, "EOX" was designed as the 'Finale' of the Atlas line. It should have been positioned as the pinnacle of the range and should have replaced the Atlas 4. Atlas was plagued with issues from v1.0. We rushed, the pandemic hit, suppliers messed us around, we had to build our own factory REMOTELY to keep up with demand. To fix the issue once and for all I hired a specialist product designer who built out the team to deliver the 'perfect product'. It was costly, but it would allow us to reduce our Customer Service costs, return logistics costs, and reduce our in-house QC team from 18 to just 2-3. A huge cost to get a huge saving. Absolutely necessary for Ruroc to stabilise and continue growing at 70-100% YOY. That product, the one that should have been Ruroc's biggest success, is now called "EOX". To sell products online and grow successfully you need: - Scarcity - "I want stuff other people don't have yet, or I don't want to regret not buying when I had the chance." - Innovation - People want the latest greatest and best... if it's not that, why am I giving you my money if my current product does the job? - Social Proof - it's FOMO, who's wearing it, who's buying it, am I going to be the odd one out if I don't buy? - Reciprocity - What's this brand done for me? How have they engaged me? Do I buy into their mission, do I feel obliged to be part of it. - Commitment - OK I've pre-registered, I've followed the page, I've signed up for the newsletter, I'm watching the launch video, I'm going to buy. Not one of these tactics was properly employed during the launch of the "EOX" Further to that, some genius has made the decision to continue with the Atlas 4 and have it run alongside the EOX So now, as a customer of Ruroc, what does this say to me. Ruroc Atlas 4.0 Track - $679.00 (Has no real track certificate) Ruroc Atlas 4.0 Carbon - $595.00 Ruroc "EOX" - $559.00 (brand new should be better than Atlas 4) Ruroc Atlas 4.0 Street (fibreglass) - $319.00 (Confusingly is lighter than the Track and Carbon Atlas) So if I want the best, I buy the most expensive helmet? I can wear it on the Track right? No, not in USA or MotoGP. I want the lightest, so I buy the cheapest? I want the newest, but is it worse than the old models because it's cheaper? This is beyond confusing for customers. Customers give brands minimal attention. Your messaging is as much in the decisions you make around naming and pricing as it is anything else. Ruroc "Atlas-X" - $659.00 Drop the Atlas 4.0 and discount til it's gone Clear message to consumers - "the new product is better, replace your old helmet now" It's not hard.

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It's wild to see how many product teams still "performing activities" rather than realizing business outcomes. And even if you're a PM who feels the need to "perform work" (so that you won't lose your job), helping move forward your business can protect, well, you and your team! Go attend Matt LeMay's webinar tomorrow! On impact-first product work.

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Two companies with combined £3.8bn revenue are ending bureaucracy for product teams. Here’s how: Anyone who's worked in product teams in the corporate world will at some point have:   - Wondered whether senior management have any idea what your team does, or indeed cares - Doubted if what you are doing is fully aligned with the company strategy - Been frustrated by complex top-down bureaucratic planning and prioritisation     In the last few years, I have seen 2 companies simplify planning by closing the gap between senior management and product teams.   Not only did this make teams more effective, but it provided a huge motivational boost that ultimately made them more productive too.   Here's how they did it:   𝟏) 𝐃𝐢𝐠𝐢𝐭𝐚𝐥 𝐁𝐚𝐧𝐤   Monzo Bank eliminated the middle layers of bureaucracy between product teams and management.   Every quarter, the executive committee would talk directly to the product teams and set the top 4 quarterly priorities.   For example:   - Improving customer experience for service W - Improving X part of platform - Expansion to country Y - Cost reduction for area Z   Product teams focused solely on these 4 priorities for the next quarter.   And that was it.   I remember someone from Monza saying “if a team wasn’t focused on at least one of those priorities they would look pretty stupid, and because it was so simple, it worked”.   𝟐) 𝐈𝐧𝐯𝐞𝐬𝐭𝐦𝐞𝐧𝐭 𝐌𝐚𝐧𝐚𝐠𝐞𝐫   My favourite example is a UK Investment Manager, partly because it had the challenge of a 10k employee hierarchical organisation embedded with very traditional ways of working.   They introduced a new quarterly planning process – a single day bringing all product teams physically or virtually together.   First, each product team would:   - List their top 3 achievements from the past quarter - List their top 3 priorities for the next quarter   Then the genius part. The CEO, CFO and CTO would physically (or virtually) walk from team to team. It was the first time most people had seen the CEO in real life, let alone have the chance to talk with them.   The exec team would:   - Review each team's past quarter achievements - Assess next quarter's priorities - Ask questions, re-order if needed, then confirm alignment with company strategy   I watched one of these in practice. It sounds simple but do not underestimate the motivational power of receiving recognition and ratification, right from the top.   From what I have seen it is the minority of mid to large size organisations where something like this is actually happening (if you’ve seen it then I’d be interested to know)   —   Closing the gap between senior management and teams can have a huge impact on their motivation and ultimately productivity.

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Product people always talk about failing fast, but what if we look at failure differently? 🤷 In today's episode of the Product Leaders Podcast, our host Ben Moulton sits down with Michelle Reiman Wright, Chief Product Officer at Kurtosys. 🎙️ They chat about the taboo topic of failure! Michelle's refreshing voice on the topic is a reminder of why failure is crucial for innovation and how to foster psychological safety within product teams. Tune in to gain valuable insights into the power of innovation and leveraging failure for growth. Head to the links in the comments to give it a listen 🔗 #weareorbisgroup #podcast #productleaders

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Last night at ProductTank London we heard from 4 different speakers on the topic of Product Culture. My key takeaway is this... 'Good' product culture lacks definition. You might read about the importance of product culture, or ask about it when interviewing. You may even try to evaluate how good or bad the product culture is at your company. But here's the bottom line: product culture 𝘪𝘴𝘯'𝘵 something that you'll usually find written down, like you would a strategy, a roadmap, or a vision. Hearing someone describe it will inherently be biased. Product culture is the shared values, beliefs, behaviours, and practices that shape a team, org, or company's identity. It changes when you change your beliefs, behaviours, and practices. Not satisfied with the product culture at your company? You're more empowered to change it than you might think. How have you gone about improving product culture at your company?

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Following on from yesterdays post for those starting a new product manager role. Here is our guide to making your startup’s first product hire. Which includes: 👉 When to make your first product hire 👉 To free, or not to free(lance) 👉 Hiring in-house 👉 Hiring a contractor 👉 Important principles for your first product hire 👉 What skill set should your first product hire have? 👉 Setting your team up for success 👉 It’s time to hire

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The Product Ops Chronicles Podcast - Episode 2 Leadership partner or product assistant? Hosts: Graham Reed, Antonia Landi, Chris Compston Recorded: October 2023 In the latest episode, we're unravelling themes that not only shape the discipline but also influence the trajectory of your product organisation. From the holistic approach that positions product ops as the strategic ally to leadership, all the way to the nitty-gritty details of navigating a startup-to-scale-up transition 🌐 Holistic approach to product operations: Ever wondered how product ops can play the ultimate wingman to your product organisation? We're dissecting the holistic role of product ops – from aligning with business needs to the nitty-gritty of tactical work for those immediate product team cravings. 🌍 Industry-agnostic nature: Explore the diverse landscapes of product ops! We're breaking down the industry barriers, focusing on how product ops becomes your strategic compass, and guiding decisions without being bogged down by industry nuances. 🗣️Facilitation and communication skills: Product ops as the orchestra conductor of product leadership! We're talking about the critical role of facilitation and communication skills – injecting that strategic thinking into everyday activities and ensuring everyone's jamming to the same beat. ⚖️ Accountability and autonomy: Is your organization ready for a friendly nudge? Unpack the concept of product ops as the "accountability buddy," the mirror to organizational actions. Balancing autonomy and accountability? We've got the insights. 🚀 Startup to scale-up: Buckle up for a ride through startup vibes transitioning to scale-up glory. We're discussing the challenges, the dynamics, and the mindset shift needed for a smooth ride in implementing product ops.  🔄 The two-way support street: It's not a one-way street! Delve into the reciprocity of support – not just how product ops supports product leadership but also the support product ops professionals crave. A podcast where support is a two-way avenue. 🌐 Beyond product teams: Unveil the hidden gems! Discover the untapped value that product ops brings to teams beyond product development. From sales to customer success, learn how product ops makes the intricate dance of product development visible to the entire organization. https://lnkd.in/eYJAjh7q

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Why does Product Strategy and Product Roadmap get interchanged by some? They are distinct tools needed to support the team... Teams and products will have differing levels of success based on how they approach both. 🔹 PRODUCT STRATEGY Think of it as the North Star guiding your journey. ➔ Long-term goals. Years ahead. Think big! ➔ Big picture stuff: goals, target audience, and what makes your product special. ➔ The "what" and "why" of the product's future journey. 🔹 PRODUCT ROADMAP Your detailed action plan, charting the course. There is not always going to be a direct shot path…and sometimes that path has roadblocks or changes along the way. ➔ Focuses on short to medium-term goals. ➔ Aligns teams on core problem to solve. ➔ Lays out potential solutions, enhancements, and milestones. ➔ Answers the "how" and "when” of reaching your goals. The strategy sets your destination; the roadmap charts the way there. Your roadmap turns your vision and strategy into a reality over time. Ready to turn your vision into actionable steps? Let's build roadmaps that lead to success! How do you align your strategy and roadmap? Share your thoughts below!

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Are you looking to monetise your product idea? Before you start, we recommend you read 'The Product Innovator's Handbook' written by ITERATE ® CEO Gethin Roberts. The Business Book Awards deemed it good enough to participate in their annual celebration, in which authors are recognised for sharing knowledge and expertise from within their industry. We will let you know how the book gets on! #businessbookawards If you are interested in reading the book, which is a guide based on designing and manufacturing a product people will want to buy, follow the link; https://lnkd.in/eGNTwDnN Alternatively, you may have read the book and are looking to take action and get your product to market? If so, get in touch and let's have a conversation. #buythebook #innovatorshandbook #designlife #products #monetiseyouridea #productdesigner #producttomarket #booksbooksbooks #businessbooks

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We're excited to bring a powerful UX platform to the UK from Jeff Sauro and MUiQ - if you're conducting UX research in-house and running moderated or unmoderated research regularly, undertaking competitor or product benchmarking, or using surveys, then we have the platform for you. Follow our posts to find 5 reasons to choose our platform for your next UX research project. #ux #remotetesting #mixedmethodsresearch #muiq #quantresearch #qualresearch

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We're excited to bring a powerful UX platform to the UK from Jeff Sauro and MUiQ - if you're conducting UX research in-house and running moderated or unmoderated research regularly, undertaking competitor or product benchmarking, or using surveys, then we have the platform for you. Follow our posts to find 5 reasons to choose our platform for your next UX research project. #ux #remotetesting #mixedmethodsresearch #muiq #quantresearch #qualresearch

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If you are ever wondering if you are in a product-led environment or not, ask yourself this one thing: Are you given outputs to deliver or outcomes to achieve? [Hat tip to Marty Cagan] On a feature team, you're given a roadmap. 🗺️ You design, build, test, deploy. You're given dates and timeframes. The goal? Deliver output. But here's the catch. 🎣 Output is easier to deliver than outcomes. And let's be real - Product Managers in a feature team? Might as well be called Program Managers. Now consider an empowered product team. 💪 They're given problems to solve. The measure isn't just shipping the product. It's about solving the problem. Strong product companies get it. 🎯 It's all about outcomes. No points for just shipping. Points for delivering value.

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An excellent article by the brilliant Helen Bird featuring practical steps to start embedding product operations into your product and business teams. It's made a huge difference here at MPB to streamline and help rationalise our workload and improve product practices. 👏👏

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I'm not supposed to say this, but if you don't hit every bullet point, I still want you to apply. We were worried that if we put that type of statement into the advert, we'd get a flood of under-qualified people, which, you know, I don't want... but I care more about aptitude than hard experience. I didn't have fintech or crypto experience before joining CoinDesk. But I'm the curious type of fellow who loves to learn and will dive deep into research, articles, X/Twitter, etc. When I started my career as a product manager, it was a role I was assigned, not even one I applied for. But I collected hundreds of articles, books, and videos as I learned product management. Now, I'm recognized as an expert in PM. So I don't want someone whose hand I have to hold—I need someone I can delegate to and trust to deliver. But trusting someone to deliver is different from having someone who has built the exact solutions we need. And I also don't want someone who just wants to join us and run a playbook; we need someone who will listen, learn, intuit, innovate, etc. I'm excited to already have a good number of applicants. Still, I want to find the best person, and I also want to meet great product managers who might not fit this role but could be considered for a future role at CoinDesk. So message, comment, and/or apply! https://lnkd.in/giiKCUeP

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