Linear CEO Karri Saarinen made waves when he said his product teams “don’t do A/B tests.” While A/B testing can sometimes limit creative problem solving, it’s still a quick and inexpensive way to validate assumptions in many scenarios.
A simple and concise case study shows what your product or service did for your audience, or how your product improved someone’s life.
Karla Fiske is a self-proclaimed “bridge builder.” In our conversation, she explains how she leverages personal relationships to flatten the learning curve of starting a new job in a new industry.
Team velocity is a way of measuring productivity during an iteration to indicate the amount of work a team can accomplish.
Time before finding product-market fit can be tough — you’re trying to balance ramping up with finding what your customers really need.
Product design is the process of creating, improving, and maintaining products that solve customer and/or user needs.
What matters most, delivering output or creating value? This guide will help you differentiate what’s sustainable and what’s not in terms of velocity and long-term planning.
Lead time in product management is the amount of time it takes to deliver a product or feature to the customer.
Product strategy and financial goals should work in harmony with each other.
A product qualified lead is a potential user who has experienced value from your product firsthand, often from using a product trial.
In this interview, Sarah discusses how she drives adoption by having customers influence the roadmap and outlines her team’s “magic mountain.”
Understanding the order of magnitude is a key skill in product management so that you know where to prioritize development efforts.
