Product Momentum Podcast

The success rate of new software products varies, depending on the criteria we used to define success. But a common statistic is unflattering: about 70% of new software releases fails to meet their initial expectations or goals. In this episode of Product Momentum – and in his new book, LAUNCH Code – James Whitman explains this phenomenon, describes the factors that contribute to such high failure rates, and presents research-based remedies we can deploy to reverse the trend.

Too often in product development, we become so focused on heads-down requirements building that the act of launching the product feels like an afterthought. And to many, it’s become a lost art. James says that success requires a companywide, comprehensive plan for managing internal handoffs and bringing clients deeply into product development and launch.

The development-to-sale process offers “many rakes to step on,” James says. And even the most well-intended teams make mistakes, often manifested in these critical areas:

Client Listening. We tend to sample only our most favored clients; we limit discovery efforts to a specific segment of our market; and too often we wrongly assume that internal team members possess the domain knowledge to speak on behalf of the client.

James underscores the critical role of continuous client listening and says that that every sales interaction is an opportunity for market research. “Maintaining a dialogue with clients both before and after the market launch is crucial for refining the product and addressing client needs effectively.”

The Product-to-Sales Handoff. Software launches start with innovation and product design, followed by value-added activities within the product function, James says. But then there’s this completely separate activity that happens over here in Sales. The gap between those functions is where many products fail to launch.

The best organizations integrate these activities into a holistic approach where sales and product teams work closely together rather than operating in silos.

The Sales Cabinet. There’s a solid collective understanding that we should listen to our clients and that we should work collaboratively with our colleagues. But why don’t these things happen in the real world?

James introduces the concept of a “sales cabinet,” a group of trusted senior sales representatives who provide early feedback on product ideas and help profile new offerings.

Be sure to catch the entire episode with James Whitman to deepen your understanding of the LAUNCH process: Listen, Assess, Unify, Navigate, Control, and Hone.

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What percentage of your software product launches have been successful? If you answered, “about 50%,” you’re ahead of the curve, says Itamar Gilad. Itamar is a product leadership coach and author who also held senior product management and engineering roles at Microsoft and Google, where he worked at YouTube and led parts of Gmail.

In today’s conversation, Itamar looks back on his early career that – he readily admits – includes ‘not that many big wins.’ As he explains, “The engineer in me kept whispering, ‘you don’t really know. You’re just faking it.’ And the results spoke for themselves.”

It was then, while still at Google, that Itamar realized the power of discovery and user research. What he called, “all these good things that we now take for granted.” Once he embedded these techniques into his work, his perspective changed, and he started to consider a new product leadership playbook. What he came up with has replaced the traditional Plan and Execute model “that may have worked in the 20th century,” with an outcome- and evidence-based intuitive approach.

“We used to believe that if we spend enough time creating the perfect top-level plan, and build a set of cascading plans, and then execute well on these plans, we will achieve greatness,” Itamar says. “It simply doesn’t work that way.” Even ideas from the most visionary leaders were informed by research and evidence, hypothesis and testing, he adds.

In his book, Evidence Guided, Itamar presents an actionable model for bringing evidence-guided development into our organizations. Nested within Itamar’s larger framework are the GIST model, which leads to the ICE model, which then leads to the Confidence Meter. In this conversation, Itamar explains the role each model plays in specific detail and provides easy access to them.

Be sure to catch our entire episode with Itamar Gilad and consider this famous quote from the late British statistician George E. P. Box: “All models are wrong, but some are useful.”

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Can Product Operations transform your role as a product manager? Denise Tilles, who quite literally wrote the book on the subject (Product Operations, with Melissa Perri), thinks so. Especially if you’re interested in making better decisions faster – and who of us isn’t?

In her return visit to Product Momentum (having joined us from NY Product Conference, back in April), Denise reveals to hosts Sean Flaherty, Paul Gebel, and a standing-room-only audience of Product + Design Conference attendees how Product Operations unlocks the value of our organizations’ collective work.

What Is Product Ops?

Product ops provides the essential systems and supports that capture, review, and analyze data.

“It’s really about surrounding product managers with the tools they need to make faster and better-quality decisions,” Denise offers. It’s based on three key pillars:

“Product ops fine-tunes existing ways of working – not by being prescriptive, but by helping people understand how we work so we can work faster, smarter, and hopefully in a more pleasurable way,” Denise adds.

What Product Ops Is Not?

Product ops isn’t designed to take jobs away from product managers; nor does it seek to undermine their efforts. Product ops isn’t about building systems and processes for their own stake. And it isn’t necessarily a formalized role as much as it is an approach to efficient product building. In fact, as Paul suggests, “Even if we don’t have the title, even if we don’t have a product ops team, we can always bring a little bit of it to our daily work to make things a little bit better.”

Be sure to check out the full conversation with Denise Tilles; if you prefer the video experience, you can find our episode with Denise on the Product Momentum YouTube channel!

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In this episode of Product Momentum, Patricia Reiners chats with Paul Gebel and Brian Loughner (a Lead UX Designer at ITX); during the conversation, she tackles three critical topics that UX designers should consider when thinking about how best to interact with AI in their daily work, in their careers, and in their role as ethical humans.

About Patricia. In addition to hosting the Future of UX podcast, Patricia Reiners is a distinguished UX innovator and a prominent voice in the field of user experience. Based in Zurich, she works to develop advanced UX methodologies in emerging technologies like AI, focusing on future UX design industry trends.

How do human skills compare with AI capabilities?

AI can analyze content, generate ideas, and present options far faster that humans can, Patricia says. But it lacks the creative spark, personal judgment, and sense of empathy that only humans possess. Creativity involves emotional intelligence through lived experiences that AI cannot replicate – even with the best training. “Those are uniquely human traits that are critical in tech, particularly in leadership roles where you’re working with people.”

AI tools also lack the ability to perform critical thinking and demonstrate sound judgment, which Patricia says is “a super-important skill – especially for designers.” Unlike humans, she continues, AI struggles with making complex decisions that involve ethical considerations and subjective judgments. Designers often draw on research to make informed decisions based on values, principles, and context.

As a UX designer, how can I prepare for my future with AI?

Remember that AI is a tool, Patricia advises. “So, designers should get their hands dirty with AI and learn to collaborate with these tools so that we can better understand how they can make our work easier. When we understand their limitations and leverage them to improve our work, we become better designers.”

Dive into AI, she continues. “It’s so new, and things are changing all the time. AI works best when it augments our human abilities,” Patricia advises. “So, look for ways to integrate AI into your workflows to enhance your productivity.” Patricia also recommends that fellow designers join a UX meetup [like Upstate UX Meetup] to learn from others about the latest trends and technologies, and be willing to share your challenges and your knowledge with others.

How can I make sure the AI tools I use are ethical, protect PII, and are free of bias?

As John Maeda explained during his podcast episode, “We often forget that accepting the bad with the good is a theme of every new technology story.” That is, we understand that AI – like every new technology – is no panacea for all that ails the world. But we cannot discard them because they are flawed.

With respect to ethical considerations in AI, Patricia says that designers should do their best to find and use AI models that are trained with unbiased data. In the interim, she adds, “advocate for ethical practices; develop strategies for using AI before building products that might have been trained using questionable data.” And perhaps most importantly, Patricia says, “designers need to speak up to ask the tough questions about the quality of data AI tools have been trained on and where personal data (used by AI systems) are stored.”

Special thanks to Patricia Reiners for sharing her expert insights in this podcast episode, and especially for delivering an amazing workshop at ITX’s 2024 Product + Design Conference. Unable to attend this year? Check out what you missed!

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In this episode, Paul and Sean catch up with Ryan Rumsey just moments after his poignant keynote at the 2024 ITX Product + Design Conference. During his keynote and follow-up conversation, Ryan explained that the biggest challenges product builders face are people challenges, “deeply rooted in our own personal experiences and feelings.”

Ryan Rumsey is the CEO of Second Wave Dive, an on-demand strategic consultancy, and the founder of Chief Design Officer School, a learning platform for design leaders.  He is also the author of two books and – as conference attendees can attest – a captivating speaker.

Assess Workplace Power & Influence

Ryan also highlighted the significance of power and influence in the workplace, especially within the design and creative domains where his expertise lies. He pointed out that people in design roles sometimes lack influence within corporate structures, leaving them with a sense that their ability to contribute value is somehow diminished.

“We can’t really talk about any of this without talking about power. In this sense, we’re talking working inside of corporations, where power typically doesn’t reside with people who are more on the creative thinking, artistic, exploratory, empathy side of the spectrum,” Ryan says.

Reframe the Meaning of Value Metrics

Designers and creatives can escape this perception by reframing what it means to deliver value and be successful, Ryan adds. We need to shift the focus from traditional metrics like lifetime value (LTV) and return on investment (ROI) to the emotional and personal aspects of work, he explains, stressing that personal fulfillment and how we make ourselves and others feel are crucial in our professional journeys.

“For a lot of us, we don’t tend to see value through our own eyes,” Ryan comments. “Instead, we tend to see value in ourselves as others see value in us. So if the culture is of LTV and that’s not your domain, it’s really hard to feel validated in value if that’s not your love language.”

Prioritize the Human Element

When we prioritize the human element, Ryan offers, we begin to focus on the well-being, motivation, and development of individuals within the team, and we create an environment where people feel supported, trusted, and empowered to contribute their best work. But even then, individuals working alone have limits to what they can achieve.

Invite Others To Be Right with You

“That’s why I embrace the advice I received from a friend and mentor some years ago,” Ryan shares. He said, ‘Look, you know what you’re doing. You’re doing all these things that, you know, are right. But you can’t reach your potential on your own; you’ve reached the limits of your aloneness here. You need others to be right with you.’  And I absolutely felt that double entendre aspect of other people are right, too, just from different angles.”

You can also catch the episode with Ryan Rumsey in video on the Product Momentum YouTube channel!

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In this episode, John Maeda explains that software products are tools that help us achieve our broader goals – like caring for loved ones and strengthening our relationships – rather than the ultimate objective. So it’s no surprise that John frames artificial intelligence as a power tool that levels up our human potential to create an even better future.

John Maeda, VP of Engineering and the Head of Computational Design and AI Platforms at Microsoft, joined the Product Momentum team to record a live podcast episode on the heels of his conference-opening keynote at ITX’s Product + Design Conference, in late-June.

Humans Are ‘Wired for Creativity’

“I think creativity is the foundation of creating capital,” John says. “That capital is emotional capital or sometimes financial capital. But it is a thing that maybe we humans are wired to do.”

Risk-versed vs. Risk-averse

Creating does not come without risk, however. Because the act of creation is a choice, it requires a competitor’s mindset. Deep down, true competitors don’t play to win; they play to maybe win. Like product managers, designers, and engineers who devote their expertise to create things that do not yet exist, they understand the risks that come with innovation. And they approach their work from a risk-versed mindset — an approach that drives our pursuit of innovation while recognizing the inherent risks.

Within the context of AI, we enjoy a vast ocean of opportunity to tap into, John adds. But to take advantage of AI tools in this way, we need to understand the difference between risk-versed and risk-averse. “To pursue that blue zone of possibility, you need to be risk-versed,” John explains. “AI is understandable; It just takes your attention to go there.”

Understanding AI Requires “The Player’s Mindset’

“Going there” is to embrace the player’s mindset – not the victim’s. While some see AI and grumble, “It’s going to take my job” or “It’s going to be a competitive force against me,” others see the blue ocean of opportunity.

“Anyone who’s afraid of AI is afraid of it because they don’t understand it,” John says. “Positives and negatives are a part of every new technology; we tend to focus on the negatives so much that we forget that everything technological is not always bad. If we are to truly understand [AI], it’s important for us to continue to ask these questions.

Be sure to catch the entire episode with John Maeda to hear him discuss the following topics:

(04:02)    Life is lived in 4 quarters: 0 to 25 years, 25 to 50, 50 to 75 years, and 75 to 100. Make the most of the 2nd quarter.

(06:43)    I like to pursue things that I don’t know; when you have no reference for how things are done, you’re kind of free to make your own way.

(9:22)      What mindset do you choose: will you be a victim of AI? Or invite AI to be your co-pilot?

(10:39)    The potential of AI to augment human capabilities: what humans can do by themselves, what AI can do for humans, and the new possibilities that arise when humans leverage AI.

(11:42)    To understand and embrace AI, we need to be risk-versed, not risk-averse.

(14:04)    How powerful art is! Creativity is the foundation of creating capital – both emotional capital and financial capital.

(17:57)    Powerful tools in the hands of the wrong people is a theme of every technology story.

(19:17)    Everyone seems to be talking about AI. But why isn’t AI everywhere already?

(24:07)    We’re in the Unknown / Unknown quadrant for how to manage AI.

You can also watch our episode with John Maeda on the Product Momentum YouTube channel!

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In this episode of Product Momentum, Christian Idiodi shares insights gathered over his 20-year career as a product leader, leaning especially on the significance of human skills and highlighting the importance of product sense in product management.

Christian Idiodi is a partner at Silicon Valley Product Group and co-author of TRANSFORMED, with Marty Cagan and partners at SVPG. He recently joined co-hosts Paul Gebel and ITX Product Manager Dan Sharp for a conversation exploring the two sides of product sense and why its human component is essential to product success in the context of today’s AI-focused world.

Informed Decision-Making + Intuition

Product sense combines informed decision-making with intuition that great product managers develop over time, Christian says. “It’s about having an intuitive feel for what makes a product valuable, which requires a deep understanding of your users and how they experience it.”

Product Sense Is ‘Not Some Magical Gift’

But it’s not some magical gift that we’re born with, he adds. Product sense involves synthesizing data, everything from user feedback to market trends, and making quick, effective decisions that align with both user needs and business goals.“People who have product sense have worked hard to practice and fine-tune it,” Christian explains.

The Essence of Product Management

In this way, product sense lies at the very heart of product management: solving real problems for real users rather than focusing solely on commercial success. Companies lose their way, Christian says, by shifting their focus from helping people to extracting value from them. Product sense helps us maintain a balance between making customers happy and generating revenue for the business.

This episode marks Christian Idiodi’s second visit with Product Momentum. Check out his initial conversation with the team, Product Problems Are People Problems.

Marty Cagan and his partners at Silicon Valley Product Group, wrote INSPIRED, EMPOWERED, and (most recently) TRANSFORMED for product managers and teams; product leaders; and C-suite executives, respectively. Be sure to listen to the entire episode, as Christian explains how each book aligns with purpose to these audience segments.

You can also catch our episode with Christian Idiodi in video on the Product Momentum YouTube Channel!

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Welcome to this special episode of Product Momentum, where four ITX leaders share their hands-on experience establishing (Upstate Product Meetup) and growing (Upstate UX Meetup, to nearly 600 members!) two Rochester-area communities of practice (CoP).

Perhaps it was the recent conversations with Petra Wille and Jared Spool that inspired the idea for this up-close look at communities of practice. Or maybe we’re just eager to spread the word about our communities and support our colleagues. And, of course, it could be that we’re ramping up to host our upcoming Product + Design Conference, where the primary focus is always on bringing our communities together for learning and sharing knowledge.

Whatever the reason, the underlying theme of today’s episode is this: work as a designer or product manager is challenging enough; none of us should feel we need to go it alone. So spend a few minutes with ITX CoP leaders Paul Gebel (VP of Delivery), Christina Halladay (Director of UX Design), Sean Murray (Director of Product Management), and Brian Loughner (Lead UX Designer) and catch their advice about how to find (or start from scratch) your own Product or UX community of practice.

5 Tips for Building + Growing a Community of Practice

Communities of practice offer opportunities beyond honing your craft. Sure, you’ll have lots of opportunity to learn and to give back to others. But maybe the greatest discovery you’ll make is how to create real human experiences that foster enduring relationships among your community.

The bottom line is this: Come with an open mind. Expect to make a connection. And remember: you have to play if you want to win.

You can also watch our conversation with Paul, Christina, Sean, and Brian on the Product Momentum YouTube channel!

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What’s the best way to align product strategy with business goals? How can product managers communicate product value to the go-to-market side of the house? Rich Mironov, a 40-year veteran of product management and author of The Art of Product Management 2d, joins Product Momentum to address these and other vexing challenges in the world of product management.

Rich remains a good friend of ITX; he delivered a workshop and keynote at the 2023 ITX Product + Design Conference, and this episode marks his second visit to the podcast — his first visit coming 4 years ago.

Know Your Audience: Speaking the Language of Business

“Anytime I talk to business folks about something that doesn’t have currency symbols in it, I’m pretty much assuming they’re not listening,” Rich jokes. So it’s important for product managers to back up whatever you’re saying with economics. Explain why the company cares, instead of why the product team cares. “It’s a basic ‘know your audience’ thing,” Rich says.

Translating Use Cases into Financial Cases

Folks in product, engineering, and design could talk for hours about how we build stuff: the features and workflows, the algorithms and sequence, the code deployments and backlogs, Rich says. “But the go-to-market folks don’t really care what happens in the kitchen. They just want to get their meal on time and have it be hot and tasty.”

What they care about is the outcome of all that work. Will it lead to more customers, lower churn, and opening new markets? And then, of course, will it lead to more money?

Someone Has To Lead This Dance

Even in the absence of a company strategy, product teams can still build a really good product. But if it doesn’t fit the market we’re in or doesn’t meet the needs of our users, it just wanders out there.

Rich provides guidance on how to manage product strategy when there isn’t a clear company strategy from above. “The company strategy is bigger than the product strategy,” Rich observes. “But if nobody else is pushing, then I’m pushing so that everyone around the table can see the options we have. Someone has to lead this dance.”

You can also watch our conversation with Rich Mironov on the Product Momentum YouTube channel!

In July 2024, Rich Mironov is offering a class for product managers wondering about how to move up the management ladder. Rich is also speaking and conducting workshop events in the Fall 2024 in Hamburg and Lisbon. Learn more.

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Back in episode 132 of Product Momentum, Janna Bastow talked about using AI tools to do much of the “grunt work” product managers and UX researchers do so that they can spend more time on the higher-value work that’s actually helping to transform product building. In this episode, John Haggerty and Prerna Singh go a bit deeper explaining how AIs can expedite – and simplify – those mundane, repetitive tasks to analyze qualitative data compiled from reams of user experience research.

John and Prerna will conduct a pair of workshops at the ITX Product + Design Conference, in Rochester, NY on June 27-28.

Leveraging AI for Customer Research

John’s workshop will include a comprehensive overview of AI applications in product management, covering key topics like product feedback analysis, churn prediction and retention, risk assessment, competitive intelligence, etc. “AI is really good at doing things like sentiment analysis, topic modeling, named entity recognition,” he says. But it can be a lot to take in. “The best, fastest way to get familiar with AI is to just play with it. Just have fun, go out and use it, whatever it is.”

Embracing the Data We Already Have

Prerna’s workshop in Rochester will help attendees understand the data we already have — and how might we leverage it to make better customer decisions. Gathering customer research doesn’t need to be some extensive, intensive effort, she says, “but is really something that we should be doing on a continuous basis to make higher quality decisions.”

Bias, Ethics, and AI

Both John and Prerna stress the importance of understanding AI biases, ethics by design, and ensuring equity in training data. They also highlight the significance of “preserving human elements in user research,” such as non-verbal cues and emotional feedback, to maintain genuine human connections.

Be sure to catch the entire episode to grab a few tips from John Haggerty about AI prompt engineering, and learn why Prerna Singh believes humans are becoming more comfortable responding to an AI researcher than to another person — and the new frontier of opportunity this creates. You can also watch our episode with John Haggerty and Prerna Singh on the Product Momentum YouTube Channel!

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