My recent executive conversations have a common theme - speed. Specifically, they all want their teams to move faster.
For example, one client acknowledged they were still trying to figure out how to better prioritize so they could focus on executing at a pace they’ve never moved at before. They need to release products faster so they can learn from the market faster, but the team’s focus and sense of urgency is not where it needs to be.
To move faster, we need to adopt more flexible operating structures but we also need to change our standards of what ‘done’ looks like.
Earlier in my career, after returning from one of my maternity leaves, I was told that my role had expanded to that of “Product Manager.”
As a “Practice Leader,” I had strong customer voice and product development skills, but now my job was expanding to include product marketing, KPI management (including revenue targets), and long-term product strategy. I loved the expanded scope; however, although I had an MBA, I never received any formal Product Management training.
I was given an article about Product Management to read and I had to figure the role out on the fly. I made it work, but it wasn’t easy. I took a very boot-strap approach: I tacked a copy of Ben Horowtiz's Good Product Manager/Bad Product Manager  to my bulletin board, and read it every morning. And I took a leap of faith.