Product management

We set up processes for a smoothly run product organisation

The challenge with creating high-quality digital products, besides great research or sweet designs, is making sure it gets shipped and users use it.

In order to successfully execute on an idea there are three main forces that should be balanced equally: Business, Technology, and User needs. A product manager's job is to ensure those elements are all taken into account and the right decisions are made at the right time. A successful Product Manager will be able to deliver a smoothly working prototype or product that users actually want, while making sure all stakeholders are happy.

Three steps

Establishing a vision
If you want everybody within your team to collaborate and work together, it's essential to share a common product vision. Creating a one-pager takes time. You'll want to research your users, understand their needs, explore the competitive landscape and formulate your unique value proposition, vision and mission. Heavy duty, but totally worth it.
Installing processes
Once everybody in the team knows the direction you're heading into, it is a true art to stay on course. Depending on the maturity of your team and the existing context in your organisation, we build processes, collect, instill and facilitate:
- Documentation (pages that are actually read)
- Meetings (effective ones)
- A roadmap (that is met ánd is flexible)
- User feedback (quantitative and qualitative)
- Crazy product ideas (Admit it.. you have them)
Just, Smooth Sailing
Even with correct processes, a clear vision, and an experienced team creating a digital product can be challenging. Conflicts will arise, new board members (with strong opinions) will onboard and technology will change. Product management is a continuous effort towards a smoother way of working without end in sight. However, reflection and open communication will go a long way and teach meaningful insights.

Deliverables

Product vision

A document that is understandable by your team, your users, your investors and the rest of the world, explaining what problem your product solves, how you're going to do it and why that solution is better than the competition.

Value based roadmap

By defining the user problem and not the feature, we ensure that we deliver a metric-based value and outcome. Whether it be sales, acquisition or user engagement. What problems and solutions should be included on the roadmap is a joint decision between product and engineering.

Feature passports

It's imperative to deliver documentation of features and functionality, and documentation that everyone understands! Our feature passports contain why something got built and why certain decision were made, how we will measure success and what the next steps might look like. Feature passports will come in handy for everyone in your organisation; from sales to engineering, from product to customer success folks.