Delivering Impact as an Internal/Platform PM by Booking.com Sr PM
Summary
TLDRZena Ashra, a senior product manager at Booking.com, shares insights on creating impact as an internal product manager. She emphasizes the role of internal PMs in building products that enhance efficiency, growth, and competitive advantage within businesses. Zena discusses the challenges faced, such as understanding diverse user needs, balancing priorities, and managing resistance to change. She outlines strategies for directing products and teams, focusing on user-centricity, engaging with customers, and measuring outcomes to ensure continued relevance and success.
Takeaways
- 🌟 Internal Product Managers (IPMs) build products to increase business efficiency, scale, and competitive edge without directly generating revenue.
- 🛠️ IPMs face challenges like understanding diverse user needs, balancing conflicting priorities, and managing limited resources.
- 📈 To overcome these challenges, IPMs should direct the product and team towards impactful outcomes, align with the organization, and focus on user-centric product development.
- 🎯 Clearly defining a business case, product vision, and strategy is crucial for securing investment and stakeholder support.
- 🤝 Effective stakeholder management involves identifying key people, establishing communication channels, and setting realistic expectations.
- 👥 Focusing on the user base involves leveraging internal customers (colleagues) for requirements, involving them in the development process, and maintaining engagement.
- 🔄 Prioritize features based on customer value and chase outcomes over milestones to ensure the product aligns with user needs and company objectives.
- 🚀 Market the internal product to users by educating them on its benefits and leveraging various communication channels to build awareness.
- 🔍 Stay current by evaluating and benchmarking against external competitors and being vigilant to evolving user needs and internal processes.
- 📊 Measure the product's impact through clear metrics tied to goals, collecting feedback, analyzing usage data, and tracking performance.
- 💡 Demonstrate the product's value by showcasing success stories, user satisfaction levels, and how it contributes to the company's strategic objectives.
Q & A
What is Zena Ashra's current role and how long has she been in product management?
-Zena Ashra is currently a senior product manager at Booking.com, and she has been in product management for six years.
What does a design system do and how does it benefit designers and developers?
-A design system is a product that helps designers and developers build consistent user experiences efficiently by providing reusable components and guidelines.
How does an internal product manager contribute to a company's growth and success?
-Internal product managers build products that help businesses become more efficient, grow at scale, and gain a competitive edge by supporting teams and departments to be more productive and deliver more value.
What are some examples of internal products?
-Examples of internal products include automation of recurring operational tasks, tools that display customer information and performance metrics, and systems that integrate work streams and data flows between departments like marketing operations and finance.
What challenges do internal product managers face when understanding user needs?
-Internal product managers face challenges such as gathering and understanding the diverse needs of users, prioritizing these needs, and dealing with limited resources like time, budget, and team members.
How does Zena Ashra recommend managing multiple stakeholders across various functions and management levels?
-Zena Ashra suggests identifying all key stakeholders, establishing clear communication channels, building relationships, setting realistic expectations, prioritizing feedback, and addressing concerns promptly and effectively.
What is the importance of building a business case for an internal product?
-Building a business case is crucial for articulating the product's value proposition, describing the problem it addresses, outlining the recommended solution, and demonstrating the business value it provides, which helps secure investment and support from the company.
How does Zena Ashra advise internal product managers to stay current with their area of operation?
-Zena Ashra advises internal product managers to periodically evaluate and benchmark against external competitors, listen to and observe their users for evolving needs, stay updated on internal processes, and ensure alignment with the company's direction.
What are some key trends that will shape the future of internal product managers?
-Key trends include the adoption of agile methodologies, increased focus on user-centric design, integration of emerging technologies like AI and IoT, cross-functional collaboration, increased importance of data analytics, and the emergence of no-code and low-code solutions.
How can internal product managers demonstrate the value of their products?
-Internal product managers can demonstrate value by defining clear metrics, collecting feedback, analyzing usage data, tracking performance, and sharing success stories and positive feedback from users.
What is Zena Ashra's advice for internal product managers to ensure their product's continued relevance within the organization?
-Zena Ashra advises internal product managers to monitor the product's impact smartly, demonstrate its value regularly, and ensure that the product aligns with the company's goals and objectives.
Outlines
📝 Introduction and Background
Zena Ashra, a senior product manager at Booking.com, introduces herself and sets the stage for the session on creating impact as an internal product manager. With 12 years of experience, including six in product management, Zena discusses her passion for delivering exceptional user experiences in complex products. She holds an MBA in marketing and a bachelor's in electrical engineering and is based in Amsterdam. Zena explains that internal product managers build products to improve efficiency, growth, and competitive advantage within businesses, supporting various departments beyond customer-facing teams.
🤔 Understanding Internal Product Management
Zena delves into the role of internal product managers, noting that while the term might be new to some, it is crucial for organizational efficiency. She explains that internal PMs work on products that, although not directly generating revenue, contribute to company growth. Zena references the Pragmatic Institute's framework to highlight the relevance of internal PM roles, emphasizing that these roles are about more than just technical product management. She outlines the challenges internal PMs face, such as understanding diverse user needs, balancing conflicting priorities, working with limited resources, managing multiple stakeholders, aligning with organizational goals, obtaining user feedback, and dealing with resistance to change.
🎯 Directing Product and Team for Impact
Zena discusses the importance of directing the product and team towards impactful outcomes. She suggests building a business case, defining a product vision and strategy, and managing stakeholders effectively. Zena emphasizes the need to articulate the product's value proposition, align the product with company objectives, and manage stakeholder expectations. She also stresses the importance of understanding user needs and preferences, and adapting to feedback to ensure the product remains relevant and useful.
🤝 Stakeholder Management Strategies
In this section, Zena outlines strategies for managing stakeholders effectively. She advises identifying all key individuals affected by the product, establishing clear communication channels, being proactive in highlighting dependencies, and building relationships for better communication with decision-makers. Zena also suggests setting realistic expectations about the product's capabilities and impact, prioritizing feedback to inform product development, and reacting promptly to address concerns to build trust and credibility.
🌟 Focusing on Customer-Centric Products
Zena emphasizes the importance of customer-centricity for internal products, highlighting that understanding and meeting the needs of internal users is crucial for success. She recommends leveraging the user base, conducting customer research, involving users in the development process, and prioritizing features based on customer value. Zena also stresses the importance of maintaining user engagement, ensuring a positive experience, and staying current with user needs and company processes to keep the product relevant and effective.
📈 Measuring Impact and Demonstrating Value
Zena discusses the importance of measuring the impact of internal products to ensure their continued relevance. She advises defining clear metrics tied to the product's goals, collecting feedback from users, analyzing usage data, tracking performance, and forging relationships with teams using the product. Zena also highlights the need to demonstrate the product's value by sharing success stories, user feedback, and celebrating milestones to maintain visibility and reinforce the product's contribution to the organization.
🚀 The Future of Internal Product Management
Zena concludes the session by discussing the promising future of internal product management. She outlines key trends that will shape the industry, including the adoption of agile methodologies, increased focus on user-centric design, integration of emerging technologies, cross-functional collaboration, and the importance of data analytics. Zena also mentions the emergence of no-code and low-code solutions, suggesting that internal PMs must adapt to these changes to continue driving success within their organizations.
🗣️ Closing Remarks and Call to Action
Zena wraps up the presentation by inviting participants to connect with her on LinkedIn for further questions or discussions. She expresses her hope that the session was informative and useful, and thanks everyone for their time and attention.
Mindmap
Keywords
💡Internal Product Manager
💡Design System
💡Cross-Functional Teams
💡User Experience (UX)
💡Stakeholder Management
💡Business Case
💡Product Vision
💡Customer Centric
💡Adoption
💡Impact
💡Agile Methodologies
Highlights
Zena Ashra, a Senior Product Manager at Booking.com, shares insights on creating impact as an internal product manager.
A design system is a product that aids designers and developers in building consistent user experiences efficiently.
Internal Product Managers (PMs) build products to enhance business efficiency, growth, and competitive edge.
Internal PMs support various departments, not just customer-facing teams, through products like automation tools and data integration systems.
Despite not directly generating revenue, the work of internal PMs contributes to company growth and success.
Internal PMs face challenges like understanding diverse user needs, balancing conflicting priorities, and managing limited resources.
The success of an internal product is determined by its value to the organization, measured by its impact.
To navigate challenges, internal PMs must direct the product and team alignment, focus on user-centric products, engage with customers, and measure outcomes.
Building a business case, defining product vision and strategy, and effective stakeholder management are crucial for internal PMs.
Crafting a well-defined business case is essential for articulating the product's value proposition and aligning it with company objectives.
Internal PMs must engage with users, prioritize their feedback, and maintain a captive audience to ensure product adoption and satisfaction.
Marketing the product to users and staying current in the area of operation are vital for keeping the internal product relevant and effective.
Measuring the product's impact involves defining clear metrics, collecting feedback, analyzing usage data, and tracking performance.
Demonstrating the product's value includes showcasing success metrics, user feedback, and celebrating outcomes and milestones.
Agile methodologies, user-centric design, and emerging technologies will shape the future of internal PMs.
The importance of data analytics and cross-functional collaboration will increase for internal PMs as they adapt to evolving business needs.
The future of internal PMs is promising, with a growing need for their role in innovation and digital transformation.
Zena Ashra invites further questions and conversation on LinkedIn, emphasizing the value of connecting with peers in the industry.
Transcripts
hi everyone um thank you for joining
this session on creating impact as an
internal product manager I'm really
happy to get this opportunity to talk
about my experience and to share any
insights that I have gain from it so
let's get
started before we begin I'd like to
introduce myself my name is Zena ashra I
am currently a senior product manager at
booking.com and I drive the design
system team there now a design system is
a product that helps designers and
developers build consistent user
experiences efficiently I've been in it
for about 12 years now out of which six
years have of the six of the past years
have been in product management
I really enjoy the challenge of
delivering beautiful user experiences in
complex cross functional
products I have an MBA in marketing and
I also hold a bachelor's in electrical
engineering I'm currently based in
Amsterdam with my
family so nice to meet all of
you for some of those who have joined
the session today the term internal
product manager might might be something
new so let's spend some time to
understand that
better internal product managers build
products that help businesses be more
efficient grow at scale and gain a
Competitive
Edge ultimately they support teams and
departments to be more efficient and
deliver more value internal PMS not only
help customer facing teams but also any
other business
department think of an automation of
recurring operational tasks and
workflows in an
organization or a tool that displays
customer information and performance
metrics or even a system that integrates
work streams and data flows between
marketing operations and
finance they are all examples of
internal
products now the terminology of the role
can vary or to org some some refer to
them as technical product managers some
even call them non-revenue product
managers internal PMS or platform
PMS for the sake of this presentation I
will refer to this role as internal
product
manager if you use the pragmatic
institutes framework as a reference and
you take away the blocks relating to
pricing and
sales you do see that all the remaining
blogs are very much relevant to what an
internal PM would do for the product
that they
own even though internal PMS work on
products that don't directly generate
Revenue their work does ultimately
contribute to the company's growth and
success now we have established who
internal product managers are let's see
how this position can deliver impactful
change internal PMs can be seen
sometimes as the slightly less glamorous
sibling of feature
PMS but my experience has taught me that
it can be a very satisfying role if you
operate keeping a few things in
mind this session is focused on
delivering impact but what does impact
look like for an internal
product in this context impact refers to
the effect or influence than the product
has on the organization and its
operations this impact could be could
take different forms like increased
efficiency cost savings improved
collaboration among
teams increased employee satisfaction or
even the achievement of business
goals now as a PM you want to create
products that meet the needs of the
users and provide value to the
organization iation all the time
minimizing any negative
effects and so the success of the
product is determined by how much value
it brings to the
organization and here its impact is a
crucial metric for assessing
this now if only delivering impact was
so easy we would not need this session
right but there are some challenges
internal PMS
face
understanding user needs it can be
challenging to gather and understand the
needs of users that are so often diverse
and because of that there may not be a
clear way to prioritize
them balancing conflicting
priorities as internal PMS you will
receive multiple requests from different
departments or stakeholders each with
conflicting priorities so now which one
do you pick up
first limited
resources you often have to work with
limited resources like time budget and
team members because most companies want
to focus their Firepower on customer
basing
products complex stolder management this
one is tricky because you have to manage
multiple stakeholders across various
functions and varing management levels
it can be challenging to balance the
needs of each group while keeping the
product Vision
intact organizational alignment you need
to ensure that the products you develop
aligned with the company's overall
strategy and goals now this can be
challenging considering that some
departments might have completely
different
priorities and objectives
lack of user feedback unlike external
customer products internal products may
not have mechanisms established to
obtain use of feedback and even if they
do the number of users that are many
that exist are many times not large
enough for us to get significant
insights this can make it really
difficult to understand user needs and
preferences resistance to change
introducing new products or features
within a company can be met with a lot
of
resistance from especially from users
who are comfortable with the status quo
you need to navigate this resistance and
build support for your
ideas finding that balance between
Innovation and
practicality the sky the limit as far as
what you can achieve but let's get a bit
realistic about what actually is doable
with given the constraints of people and
time so you must ensure that the
products you develop are feasible
scalable and
profitable ensuring
adoption even the best design products
will fail if they're not adopted by
users in some cases processes or the
company might mandate that each employee
use your product but what what happens
if it's an option or an alternative that
employees have and you really need to
drive ad
option okay that is a huge
list now what will it take for us to go
from this chaotic mesh of challenges on
the left to reach a point on the right
where we gain control of the product and
start reflecting the intended
outcomes
okay this list might look familiar
you're right it's the same list of
issues that we looked at a second
back let's see how we can handle each
group of these
challenges one direct direct the product
and the team to better align with the
organization two focus focus on the user
and build customer Centric
products
three engage with your customers to
bring down barriers to
adopt and four measure outcomes and that
is going to help in each of these above
points that I mentioned
earlier let's Deep dive a little bit
more direct as a product manager for an
internal product you need to be in the
driver seat and give the team and the
product the direction to ensure
continued Pro positive progress use your
skills to guide the product and the team
towards delivering impactful outcomes
while maintaining alignment with the
organization now while you can explore
more methods what I would recommend is
these three key steps business build a
business case Define a product vision
and strategy and have effective
stakeholder
management
why do we need to build a business case
because what is your reason to exist why
should the company invest in your team
why should a group of people put time
and effort into the solution that you
propos there's so many wise so crafting
a concise and well- defined business
case is crucial for the future
prosperity of the product it helps
articulate the pain points that the
product seeks to address so make sure
you describe
the problem statement the approaches
that you have considered and the
Alternatives that you have
evaluated describe the risk of not doing
anything and even the risk of each
approach based on all the factors what
is the solution that you
recommend outline the business value the
solution
provides describe the scale of a
solution in a language that makes sense
for senior
stakeholders for example the business
benefit could be the cost Savings of
doing things right once and consistently
across the
company Define the product vision and
strategy now this is where we go deeper
into the value the product will provide
and how you will go about it some
internal products are born out of
hackathons or a solution to Urgent
problem statements that exist at at the
time by building a product vision and
strategy you use the opportunity to
describe how this tool goes beyond that
one automation it delivered or how it's
a solution that will benefit users
beyond the current fiscal Ure it will
force you to outline and discuss your
assumptions and push you to think more
deeply about
it take your team through your product's
vision and strategy review the actions
you are taking now and how they
contribute to that
Vision be open to feedback and feel
comfortable to incorporate it into your
strategy the product Vision can provide
a clear direction for the team to focus
on and prioritize their efforts towards
achieving a specific common
outcome it also helps to align
stakeholders around a common objective
and ensure that everyone is on the same
page
we also use this opportunity to tie the
product with the company's objectives
outline how it aligns with and
contributes to each objective as most
feature or customer facing teams work on
products or business capabilities it is
important to decode how your product
complements their
goals one thing I like to do towards the
beginning of the year when everybody's
setting objectives is to be observant of
the objectives of the more customer
facing teams I identify the
opportunities for our product team to
support and enable them in order to
achieve their
objectives in this way my product not
only will increase efficiency bring in
cost savings and improve employee
satisfaction but it will also result in
contributing to improving revenue for
the
business it's important important to
highlight here that your vision will
provide a benchmark for measuring
progress and evaluating whether the team
is moving in the right
direction much of what product
leadership entails even for an internal
product is creating alignment and
enthusiasm for an idea so use your
product Vision to get that conversation
started internal prod products are
slightly harder when it comes to
stakeholder management and this is why
one you have multiple
stakeholders and you they exist across
the company they exist across crafts and
functions in different management levels
each group has different priorities
needs and interest and it can become
challenging to manage all of them
effectively you own a product that is
not customer facing which means that it
can become challenging to demonstrate
the value of the product and gain
support from stakeholders who may not
understand its
importance resistance to
change nobody likes to disturb status
quo so it can make it challenging to
gain Buy in and support for your
products especially if they require
significant changes to existing
workflows or
processes these are the strategies that
I feel can
help one identify your stakeholders
start by identifying all the key people
who will be impacted by your product
this includes employees managers leaders
and any other groups of
individuals make sure you consider the
needs expectations and their
priorities establish clear communication
ch
Channel keep stakeholders informed about
the progress of the product its benefits
and any potential
challenges this can include regular
status updates progress reports feedback
sessions be proactive and highlight
dependencies that might that might need
unblocking build
relationships build relationships with
your stakeholders by engaging with them
regularly and seeking their input and
feedback this will help create a sense
of ownership and involvement amongst the
stakeholders and increase their support
for the
product also identify key stakeholders
who hold slightly more influence because
of their position and can help better
communicate with other decision
makers set realistic expectations be
transparent about what the product can
do cannot do and set realistic
expectations for its impact and timeline
now this will help manage stakeholder
expectations and avoid disappointment or
frustration prioritize feedback and
address those
concerns prioritize feedback from your
stakeholders and use it to inform the
development of your product so you are
slowly making sure that you are moving
in a direction that is amplifying
benefits address concerns or issues that
stakeholders do have react to them
promptly and
effectively this will help to build
trust and credibility and demonstrate
your commitment to their
needs the next step we now talk about
users customer centricity is as
important for internal products because
just like external customers internal
users have specific needs and
requirements that must be met for the
product to be
successful once you do this you now
create products that are more efficient
effective and user friendly and that in
turn can lead to increased adoption
improved productivity and a better
overall experience for the
users my recommendations to do this are
to firstly leverage the user base Chase
outcomes and maintain your captive
audience
how can you leverage your user base for
an external product manager users are
people outside of the company like
customers sellers or other third parties
who use the product whereas for an
internal PM your customers are your
colleagues and your peers which will of
course include employees within the
company and
departments now while being the main
source of requirements internal users
can sometimes be harder to
manage imagine having to justify your
latest feature that you released in the
last quarter over your lunch break or
deal with clarifications about how to
use a feature while you run to get some
coffee not really really fun huh now on
the flip side you have easy access to
your
customers take opportunities to
understand the needs and goals of your
users this involves conducting customer
research analyzing customer feedback and
identifying pain points or areas for
improvement involve users in the
process by involving them in the
development
process they feel more invested in the
product and they feel seen you can do
this by user testing or or conducting
focus groups this will ensure that the
product is designed with their needs in
mind now when I'm in conversations with
other PMS I like to give them a heads up
on a feature or initiative we feel will
be relevant to
them and this feature could be coming up
in the next few months so this gives
them a feeling that not only am I as a
PM sensitive to their needs but I'm also
working towards addressing and
prioritizing them
Chase outcomes over
Milestones prioritize features based on
customer
value focus on product features based on
the value they provide to the end user
this will help you ensure that the
product is aligned with their needs and
the goals instead of Milestones like in
project plans focus on initiatives that
contribute to the outcome that you want
to
see it can be easy to slip into a mode
of funding or prioritizing features
based on Milestones like in a project
plan but in all likelihood that would
lead to fragmented features that shift
the product further and further away
from the company's
objectives now this step becomes easier
when you have done the due diligence of
identifying what the core value of your
product is and like you good with any
product use your vision and Mission as a
compass to prioritize what makes the
most impact to your company and to your
users this has been a learning for me in
my current role considering how I used
to operate in my past
positions but what I've learned is that
it takes some gumption and some bravery
to take an outcome based approach why
because now at the end of the quarter or
the year you have to demonstrate the
outcomes you have
achieved the best part though is it
gives you the PM so much flexibility to
adjust the road map as needed to achieve
the desired
outcome maintain your captive
audience in most companies users will be
recommended to use your tool or
protocols will mandate that they use
your
product now in case they unha happy with
their experience you now have not a
captive but a fugitive User Group who is
so frustrated because they don't have an
alternative now this might not result in
a loss of Revenue but it will definitely
impact how your product is perceived and
used in the
future so acknowledge user frustration
establish feedback loops and provide
excellent customer support to ensure
that users have a positive experience
with with the
product this includes providing support
resources and responding promptly to
feedback and
issues maintain current documentation of
your features and give users the tools
to learn and explore the product by
themselves use all this as a mechanism
to build
trust Additionally you never know where
your next best idea comes from we get
many feature requests from our user that
provide us with New Perspectives and
insights into the
product engage engage with users and
build
relationships that will Foster trust and
loyalty the following two points will
get you will get the ball rolling for
you first Market your product to your
users and second stay current in area of
operation let me tell you more about
it Market the product now most PMS would
have W the marketer had at least once
now let your talent shine here too by
now you would have had a better
understanding of who your users are what
are the the groups or the cohorts that
they form us it to develop a strategy
focusing on individual user groups
because one size may not fit all for
example
the design system that I work with
Services developers designers and
product
managers we realized that we had to
communicate in varying degrees of
technical
details in order to for the information
to seem relevant to each of these user
groups Market your product take
opportunities to educate and build
awareness to its benefit for example in
large companies you have a and stream of
new chers or employees who have recently
switched departments identify them and
hold a training or an introduction
session of the product for them this is
a great way to get them on board and
start exploring your
product leverage blogs workplace forums
and Company events take these as chances
to generate interest in what you offer
and to amplify its
impact
staying current this is important
because you need to stay current with
what is happening both externally and
internally if your product does not stay
current it can become outdated less
effective and potentially even obsolete
you don't want that in addition to
decreased user satisfaction this can
also lead to a variety of other negative
consequences for the organization such
as decreased productivity decreased
efficiency higher costs and a decreased
competitive
Ed so first periodically evaluate and
Benchmark against external
competitors the company might have
decided 3 4 years back not to use an
external tool but to build the solution
inhouse time has passed and the market
has so has much more evolved products
out there and if your product has not
kept up with the times it is possible
possible that solution is not providing
the benefits to the company like it did
before you may be reaching a point of
obsolete
product cut I will do the slide
again staying current in your area of
operation is really really important and
this
applies
to sorry I'll do this live again
staying current in your area of
operation is really critical so keep be
aware of what is happening both
externally and
internally if your product doesn't stay
current it can become outdated less
effective and potentially even
obsolete in addition to decreased user
satisfaction this can also lead to
variety of other negative
consequences like de increased
productivity decreased efficiency higher
costs and a decreased Competitive Edge
so how do you go about doing that first
periodically evaluate and Benchmark
against external
competitors the company might have
decided 3 years back to not use an
external tool but to build the solution
inhouse now time has passed and the
market has much more evolved products
out there
if your product does not keep up at the
time it is possible that the solution
you built is not providing the benefits
to the company like
before this can lead to decrease
productivity and increase frustration
amongst the
users listen to and observe your users
to improve user
satisfaction be vigilant to where the
touch points with your product are over
buing your users at any point engage
with them to understand their evolving
needs wants and pain points and use that
information to guide the development of
your product or service ensuring that it
meets their needs at all
times stay updated on processes if there
are changes in processes or protocols
internally within the company introspect
on how your product can adapt to it
staying aligned with processes will
ensure that your product stays relevant
to its
users make sure you stay aligned with
the company Direction and are working to
contribute to
it a company that maintains a portfolio
of internal products that are aligned
with its direction can gain a really
strong competitive
Advantage but that's on the PMs to
ensure that contined
alignment we come to the last part of
our Solutions or strategies measuring
measure the impact of your product to
drive direction and ensure its continued
relevance within the
organization this can be done by
monitoring smartly and Demon
demonstrating
value without good monitoring mechanisms
your product will suffer due to lack of
accountability inefficient use of
resources and missed
opportunities so to maintain the health
of your product you need to Define clear
metrics metrics used by external and
internal products are very different for
an external product their metrics are
customer driven like Revenue growth
retention rate but for an internal
product we can't use something like
retention rate because in all likelihood
users will not stop using a product as
long as they are in the
organization before launching the
product or before reaching a key
Milestone Define clear metrics that'll
be used to measure its impact these
metrics should be tied to the goals and
objectives of the product like
increasing efficiency productivity or
employee
satisfaction metrics should be specific
measurable achievable
relevant and time about make them
smart collect feedback collect feedback
from users of the product to understand
how it is being used and identify areas
of
improvement this can be done through
surveys focus groups or user
testing analyze usage
[Music]
data
analyze usage
data analyze usage data to determine how
often the product is being used which
features are being used the most and
which features probably aren't being
used as much this can help identify
areas of improvement or you make sure
that there are some features that can be
removed track performance performance
this is really important to see if the
product is meeting the defined
benchmarks of
performance so put in place mechanisms
to track that as part of the product
code or its
implementation now make the process of
gathering the data points as
frictionless as
possible to do that Forge relationships
with the teams using the product so you
have the collaboration and getting the
inputs you need
and this second point is really
important automate as much as possible
we can all agree that having to chase
down 20 30 stakeholders every quarter to
update a Google sheet is really not fun
for anybody
involved the Second Step demonstrate the
value take opportunities to demonstrate
value this is a chance to engage with
your stakeholders and it help helps to
tie your product Vision with how you are
building a customer centc
product see what I did there I connected
all the blocks
together many times internal product
teams almost operate in the shadows or
they choose to communicate only to the
stakeholders directly involved with
that take space in the company and
remind your organization about the
business problem that your team is
working on and solving and its current
progress so share the success Matrix
whether it be user satisfaction or
performance Matrix let users see in
quantifiable ways what is the value you
have
delivered share positive feedback from
users and their success
stories as humans we relate to personal
experiences very
intrinsically display and celebrate
outcomes and important
milestones announce that recent feature
that you all worked on or call out the
start of the latest
experiment establish your team's
presence and reaffirm that progress is
being made in the right
direction the future looks bright for
internal PMS as companies continue to
focus on Innovation and digital
transformation the need for internal PMS
will only increase here are some key
trends that will shape the future of
internal PMS in the industry agile
methodologies now agile methodology has
become the norm in all types of product
development internal as well so as an
internal PM you need to be proficient in
it to ensure that you're prod working on
products
efficiently increased focus on user
Centric design internal PMS will need to
focus more on the user experience and
develop products that meets the needs of
the
users so we go back to the reason that
we need to gather feedback listen to our
users and make informed product
development
decisions integration of emerging
Technologies as emerging technology such
as AI blockchain iot become just
mainstream internal PMS will now need to
understand these
Technologies and try to think ahead of
how they can bring it into their
workspace
cross functional
collaboration internal PMS will need to
work closely with other teams including
development design marketing that to
ensure that products are developed and
launched
successfully increased importance of
data analytics you will need to be
proficient somewhat in data analytics to
gather insights and make informed
decisions that will drive your
team emergence of no Code and low code
now this has created a new techn
functional space in business operations
which is perfect for product
managers overall the future of internal
PMS in the industry looks promising and
they can be pivotal to empowering teams
and setting them up
success with that I come to the end of
my
presentation I really hope you found the
session informative and useful if if you
have any further questions or you would
like to continue the conversation I
invite you to connect with me on
LinkedIn you can just type in my name
and you'll see my face um thank you for
your time and attention today
bye
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