The Questionnaire Alignment Technique is useful when the discussion you are having is full of misunderstandings. You write a list of questions with the misalignments you are having, and you fill them with the different potential answers.
José Pérez-Agüera, Mercadona Tech CPO, on the analytical knowledge and tools Product Managers must know
Mercadona Tech is the tech company from Mercadona, one of the most known supermarkets in Spain. José Pérez-Agüera joined three years ago as CPO. We talked about the analytical skills and tools Product Managers must know and how their relationship with Product Designers should be.
Telefonica CX is the department which builds the main consumer app for Telefonica. Luisja is their Head of Global Product since 2018. This article reviews how they structure their product teams to work better with the countries, and how they prepare their quarterly roadmaps.
Aplazame is a Spanish fin-tech company which works with stores to increase their sales using instant financing as a marketing tool. Ana Asuero joined 4 years ago and she is their CPO. We talked about her experience working on the product solving the technical and legal limitations.
Many product teams, and especially PMs who breath agile, don't like the process of planning, nor sharing those plans with stakeholders, nor committing to deadlines. This can lead to misunderstandings and frustration between product and business teams. However, it doesn't have to be that way.
Bizum is a service to send money instantly between bank accounts. It's currently used by 8 million people, the most used service of this type in Europe. It is a surprising success. This article explains its origin, the reason for its success, how they work in product, and its future challenges.
One of the key phases is the prioritization and definition of the OKRs. The best way is to combine a top-down (C-level setting the key company objectives) with a bottom-up approach (product teams proposing the OKRs).
This article has the objective of contributing our learnings about OKRs to the community. There are two sections: Best practices on defining the OKRs, and Best practices when working on the OKRs.
You are already working with OKRs instead of promising features in a roadmap, but how do you make sure you cause the expected impact? Achieving the OKRs is just one half of the answer, making sure those OKRs actually move the needle in the company is the other half.
The previous phrase was shared by Richard Dalton, Head of Design of Capital One. It was such a powerful statement! It made me realize that from Product, we needed to step up and accompany business on their changes.