Not long ago, a product manager asked me, “What’s the one thing most PMs get wrong?” Now, there are plenty of easy answers—ignoring data, neglecting stakeholders, frameworks, . But let’s go deeper. Here’s the truth: Many product managers love their product too much.

The product professional pyramid illustrates the need for a greater emphasis on strategic and tactical decision-making, leave operational details to the processes designed to handle them.

Why does a SaaS company send you invites to their product launch events? But why don’t we treat our colleagues with the same level of attention and service that we expect from external providers?

Effective stakeholder management is crucial for a successful product. By understanding their perspective, focusing on their success, and slowing down to bring them along, you’ll significantly improve your communication and collaboration. Remember, it’s about creating a shared vision and journey, not just pushing your agenda.

Product Managers and Product Owners often find themselves caught in the delivery drain, where their time and energy are consumed by the operational aspects of getting a product out the door. This focus on delivery not only drains their resources. But also forces them to operate on an operational level, leaving little room for the strategic and tactical thinking that drives real product innovation. To truly excel, product teams must shift their attention to product discovery. A critical yet frequently overlooked aspect of product management.

I believe there are three things you need to do regardless of the framework, methodology or program you are embracing with your organization.

Do you always hear the same people speak up when you present a new idea or when you ask for feedback? You might be dealing with an important voice here. The voice of the system! A voice any leader should (learn to) listen to. If you don’t? It will never go away!

Imagine this, you are at the weekly company meeting in a room of 60 people. All of them are co-workers who you have been working with for several years. You feel engaged and committed to the goal set by your company. 

When is a Scrum Team successful? Which criteria do you use to determine if a Scrum Team is doing a great job?

The Daily Scrum, or most of the time referred to as  the "stand up." Probably the most well-known event when we talk about Scrum.

This summer, during the Olympics, the Euro Soccer Championships and the Tour the France, while cheering  in front of the tv, I noticed something in the way teams perform. And it worried me.

What really makes a transformation of your organization successful? Which elements should be in place? Which complicated framework for scaling agile should I choose?

This week, co-creators of Scrum, Ken Schwaber and Jeff Sutherland, released a new version of the Scrum Guide

When do you estimate and what do you do when you need more time for discussion? In this third post of this series on Product Backlog refinement you will find some good practices on how to facilitate an effective and efficient refinement meeting.

In this blog series, you will get some good practices and guidance for having better, more effective and more vivid Product Backlog refinement

One of the most challenging activities in Scrum is Product Backlog Refinement. During training courses I get many questions on this activity. What do you do during Product Backlog refinement? How do you prevent discussions going off track or in too much detail? Who should be there? When do you estimate? In this blog series, you will get some good practices and guidelines for having better, more effective and more vivid Product Backlog refinement.