NPS is powerful if kept simple.
I once worked with an organization that implemented an NPS program but wanted to understand more.
Instead of reading the open ended “why”’ responses, they asked a separate NPS question about each silo within the organization. Imagine:
Interesting post, David. In your view, does this change as an organization grows? Does the role stay focused on users and innovation and your “special sauce” even in enterprise companies, whereas maybe other roles address the business elements that many companies rely on PMs for? Looking forward to the podcast episode.
We made a similar transition from Scrum to a mix of Scrum and Kanban (Scrumban).
We kept the biweekly demos, because the intent was to continue to provide regular transparency. We did not keep the biweekly “sprint commitment” which — much like your story — forced (a) significant overhead around trying to estimate accurately…
Have to mostly agree with this. I once wrote that growth hacking is advanced product management. I think product management and marketing, as full life cycle roles, include ownership of growth. They just are typically less technical and experimental about it.
Thoughtful post, Andrea. This requires similar (or more) attention to when hired into an organization to lead a new product development effort, though the participants are different.
In that scenario, it’s often sales and marketing along with the executives — as support won’t have strong opinions due to the product being…