Getting Promoted and Understanding The Next Job Up
- 1. Understanding the Next Job Up andGetting PromotedRich Mironov
- 2. About Rich MironovCEO of a stealth startupVeteran product manager/strategist/executiveBusiness models, pricing, agileOrganizing product organizations“The Art of Product Management” and Product Bytes blogOrganized first Product Camp
- 3. Roles and PromotionsPM role is different from Director and VP PMThe promotion funnel is narrowNot an entitlementNot (just) by being the best at your current jobDo you demonstrate skills/scope beyond your current roleDo you want that next job?
- 4. ProductManagementExecutivesDevelopmentWhat Does Product Management Do?strategy, forecasts, commitments, roadmaps,competitive intelligencebudgets, staff,targetsmarket information, priorities,requirements, roadmaps, MRDs,personas, user stories…Field input,Market feedbackMktg & SalesMarkets & CustomerssoftwareSegmentation, messages, benefits/features, pricing, qualification, demos…
- 5. Mythical PM OrganizationVP ProductsDir PMDir PMPricingAnalystSr PMPM/PMMSr PMSr PMPMProduct OwnerPM/POCompetitive AnalystChannel/Partner PM
- 6. Starting Bottoms-UpProduct Managers focus on single-productcontent and planning
- 7. PM as Individual ContributorKnows more about product, market, roadmap, competition, use cases, personas, trade-offs than anyone elseTalks benefits with customers; tech with engineersRelentless communicator of the truthTimeline: Next 2-4 quartersGet it done with what you have
- 8. "You build your product with the development team and cross-functional organization you have --not the team you might want or wish to have at a later time.”8
- 9. Director of Product ManagementFocus on processes, resources and teamsCross-functional cooperation and prioritiesPLM-level trends and market inputStandardization and simplification Mentor your replacementScopeNext 6 quartersBroad product strategy and budgetKeep the trains running
- 10. WWDD?thinking & acting like a director
- 11. VP ProductsFocus on aligning strategy, organization and productsIs the company succeeding? Is PM succeeding?Company-wide issues and disconnectsMarket success ($ales)Scope3 year trendsThoughtful member of exec teamHow do we build organizational support to do the right things?
- 12. WWVPD?
- 13. Example: Agile AdoptionVP“Our competitors using Agile are out-developing us by 30-60%. We need a 12-month executive commitment to invest in Development and PM improvements”Director“Here are training and coaches and processes and metrics and tools to move us toward Agile.”PM“Let’s review roadmaps, personas, user stories, backlog, acceptance criteria for my product.”
- 14. Take-AwaysOrganizational levels do different things
- 15. Demonstrate skills one level up
- 16. Decide what you wantContact Information+1-650-315-7394rich@mironov.comwww.mironov.com@RichMironovwww.linkedin.com/in/richmironov
Editor's Notes
- #9: Donald Rumsfeld
- #10: StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentMarket SensingHow do we educate Sales and learn what’s working?1-3 year technical and PL market trendsProcessesAdvocacy for process improvements (waterfall agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmaps
- #11: StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentRelentless promotion of own team and product lineMarket Sensing1-3 year technical and PL market trendsStrategic moves by competitors and partnersHow do we educate Sales and learn what’s working?ProcessesAdvocacy for process improvements (waterfall agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmapsRecruit partners and third party contributions
- #13: StrategyMaking product line succeed within portfolio and channelsCompeting product suites, adjacent productsPeople and OrganizationEncouraging cross-functional cooperation, helping peers identify talentRelentless promotion of own team and product lineMarket Sensing1-3 year technical and PL market trendsStrategic moves by competitors and partnersHow do we educate Sales and learn what’s working?ProcessesAdvocacy for process improvements (waterfall agile)Delegate, avoid settling individual issuesAgilityRe-allocating PMs, focusing attention, shifting roadmapsRecruit partners and third party contributions
- #15: Some PMs would be better as Directors(and vice versa)