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.
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.
Last summer, we started working with OKRs to define the company priorities. We have just begun our third cycle; so it’s time to share our learnings.
We talk a lot about MVPs, but once the startup has validated its product market fit and the team is growing, we stop being lean. We believe we can do bigger projects now that we have bigger teams. We forget that startups are measured by their speed of learning and adaptation.