Organizations that scramble to define a digital-first strategy to solve their business problems are looking for answers in all the wrong places. Instead of emphasizing “digital,” they should focus on building a true strategy and then enable it with digital capabilities.
Product leaders have been force-fed the notion that market leadership is a function of delivering the best client experience. And yet, overperforming product managers focus first on being bigger, not better.
Developing a market entry strategy is critical to any product. What might seem like an overnight success is a result of months and years of planning and hard work. But even the most prepared product managers face challenges when entering a new market.
Glancing at the App Store on any phone will reveal that most installed apps have had updates released within the last week. Software products today are shipped in iterations to validate assumptions and hypotheses about what makes the product experience better for users.
No technology company, whether early-stage or well-established, can escape noticing the immense impact analyst firms have on both customers and market. Influencing the influencers is part of a product management strategy.