Eps 1: Why Hungarian product managers are the best?

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Corey Hopkins

Corey Hopkins

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Relationship management is critical to conflict resolution and working with others toward common goals, which is especially difficult when a PM is tasked with weighing the needs of a resource - limited engineering team and large numbers of employees. The best PMs can inspire people and help them reach their full potential by building strong relationships with their team members and the rest of the team.
Authentic, trusting relationships within the organization can lead to more support when additional resources are needed for the product or when engineers need to influence the decision to take a quick fix to the next stage. Having customer conversations to get product reactions before trying something new is the best way to get results before experimenting. In some companies, this ability could encourage existing customers to persuade a target customer to try an MVP product that is still in camouflage mode.
With the growth of the product manager, a whole new industry of product managers is beginning to form. According to a recent study, 69% of product managers conduct customer interviews, a significant increase from the 30% in the previous year. Business rather than a product is growing, and customer engagement is the most important part of this process for product management.
It has become clear that the coveted position of product manager will be called leadership, as he will be able to lead different teams to achieve common goals. This ability is in demand when you go into a company with a large number of employees and a high level of customer loyalty.
When you enroll in a product management course, your product manager will answer all of the above questions, but ultimately he should be responsible for asking and answering these questions. I had the pleasure of working with a number of product managers from various companies in Hungary and other countries of the world, and I am very impressed by their ability to answer all questions!
In many ways, the role of product manager is the most important aspect of packaging a good for the consumer. He is responsible for ensuring that a product roadmap contains the right compromises and should be able to take user input and feedback throughout the product life cycle.
The Product Manager has the extensive product expertise required to lead the organization and make strategic product decisions, as well as the technical expertise required for product development and marketing.
Analysis of market and competitive conditions to design a product vision that is differentiated and offers unique value based on customer demand. The customer builds and adopts successful products when the dedicated, focused and focused team members contribute their part to the product development process. Feel strong as a product manager by managing what you define above, and your customers will embrace your successful product as soon as they play a role in it.
Author Roman Pichler believes that this book is intended for experienced traditional product managers who learn Scrum and focuses on the unique challenges that the reader encounters. He assumes that he is an experienced product manager, but focuses on readers who learn to quickly learn the most common product terms. To help you quickly learn most common products and terms, a product management dictionary has been created that provides you with a comprehensive guide to the development process.
It's about taking advantage of emerging requirements, creating a marketable product, taking advantage of early customer feedback and working closely with your development team.
We also discuss some of the pitfalls that product owners can fall into and how to avoid them, as well as the pros and cons of each of these pitfalls.
Software and service products have become simpler, but also more complex. Product managers today work at two speeds: They plan and spend much less time writing long requirements in advance. Instead, product managers must work closely with different teams to collect and repeat feedback.
This requires difficult trade-offs and decisions based on whether the new feature offers added value to customers and businesses. Managers will now have to oversee the development of new features, as well as the design and testing of the product themselves.
One statistic I have read is that 76% of product managers had a non-technical role before becoming product managers. Product managers work closely with engineering on technical specifications, ensuring that the team has all the information it needs to bring a complete product to market. You are also responsible for defining the requirements for functions and the desired user experience.
As someone who has written code in the past, I tended to believe that I could solve the problems of customer business from the outside. I began to question whether a technical degree in computer science was hindering me from being a good product manager. Like most of my colleagues, I was very involved in defining and implementing business strategies and working with partners and customers to make a difference to the company. Working with so many different groups and in so many different roles, from technical to business development to product management.