Lead on Purpose

Promoting Leadership Principles in Product Management


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What makes a learning organization?

Amazon, Intuit, Airbnb, Disney, FedEx and Uber…what do these companies have in common? They know their customers. They don’t just know about their customers, they know why their customers ‘hire’ them and their products to do specific jobs.

All of these companies are learning organizations. At their core is a deep desire to know why people and companies spend their money to purchase their products and services.  They know the importance of constant learning, they know what they are competing against.

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Building trust with your customers

One of the key elements to business success is customer engagement. When you have customers that are excited about your products or services, your business grows and you prosper.

As good as it sounds (and you know this), building trust with your customer base is hard work. It takes effort and perseverance. It takes time. It’s an investment that will pay dividends if you give it the focus it needs.

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Why successful plans include a learning component

We’re almost done with the first month of 2017. Most statistics I’ve read about people who set new year’s resolutions show that more than half have already given up by this point in the year (in less than one month). Hopefully you’re not one them.

One of my perennial goals is increasing learning and applying what I learn to business and life. For years, learning has been a key component of every plan.

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How you know you have a winning product

In many ways, creating new technology based products and services has become much easier in recent years. With mobile apps, software as a service (SaaS) and other new tools, the cost of turning ideas into real products has significantly decreased. What has not changed is the significance of deeply understanding the market your product will serve.

What is the key to knowing you have a winning product?

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What are you really competing against?

In our world of work and business, competition is a real thing. Too often, however, we miss the real competitor. We overlook the root of what our products are really competing against. As Peter Drucker famously said: “The customer rarely buys what the company thinks it is selling him.”

Why do we miss the mark when it comes to competing in products and services? Why do the majority of innovations fall short of their desired objectives? Are you competing against luck?

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