I’m sometimes pulled into difficult discussions with CEOs, where I’m trying to describe systematic product-side failures that directly conflict with how the CEO sees the world. Even after dozens of similar discussions, I have only moderate success. But it seems worth framing this leadership-level challenge from both sides.| Rich Mironov's Product Bytes
Every week, I talk with CEOs who tell me they want to speed up innovation. In fact, they want to schedule it. Recently a product leader shared with me an OKR to ship one major innovation each quarter, measured as “users will give each innovative feature a top rating.” This| Rich Mironov's Product Bytes
Product and engineering leaders tend to be analytical, and we think of prioritization as an algorithmic problem. Unfortunately, other execs see a different kind of problem...| Rich Mironov's Product Bytes
In my experience, there’s usually a fundamental misalignment between two broad groups at software companies – especially B2B/enterprise companies — that I’ve been thinking/writing for a while. One group (sales, implementation/customer success, professional services, account-based marketing) is trained and paid and rewarded to focus on one customer| Rich Mironov's Product Bytes
