Product manager bridging technology, management, and design.

Here’s my process for developing a new product for internal customers from ideation to launch:

• Ideation: The ideation phase for internal products involves working with internal stakeholders to identify pain points and inefficiencies in existing processes or tools. This could be done through user research, surveys, or interviews with employees. The goal is to identify areas where a new product could improve efficiency, productivity, or employee satisfaction.
• Concept Development: Once an area of improvement is identified, the next step is to develop a concept for the product. This involves working with cross-functional teams to identify the product’s features, benefits, target audience, and value proposition. The concept is then presented to stakeholders for approval.
• Requirements Gathering: After the concept is approved, the next step is to gather requirements for the product. During this phase, I work closely with internal stakeholders to define the product’s features and user stories, create a product backlog, and prioritize features based on business goals.
• Development: Once requirements are finalized, the development team begins building the product. In this phase, I work closely with the engineering team to ensure that the product is being built according to specifications, and I monitor progress to ensure that timelines and budgets are being met.
• Testing and Quality Assurance: After the product is developed, it undergoes testing and quality assurance to ensure that it meets the required standards of functionality, usability, and performance.
• Launch and Post-Launch Monitoring: Once the product is fully tested and approved, it is launched internally. In this phase, I work with the internal teams to create a rollout plan, track user adoption and feedback, and make iterative improvements to the product based on data and insights.

Overall, my process for developing a new product for internal customers involves working closely with stakeholders to identify pain points and inefficiencies, gathering requirements, and collaborating with cross-functional teams to build a high-quality product that meets business goals and improves employee satisfaction.

As a product manager, staying up-to-date with industry trends and best practices is crucial for delivering successful products. Here are some ways that I stay current:

• Industry publications: I regularly read industry publications such as TechCrunch, Wired, and Harvard Business Review to stay current on emerging trends and best practices. I also subscribe to newsletters and podcasts related to product management, design, and technology.
• Networking: I attend industry conferences, meetups, and events to network with other product managers and learn from their experiences. I also participate in online forums and groups to engage in discussions and share insights with others in the industry.
• Continuous learning: I actively seek out learning opportunities to improve my skills and knowledge. This includes attending webinars and training sessions, taking courses and certifications, and reading books on product management and related topics.
• Customer feedback: Listening to customer feedback is an important part of staying up-to-date with industry trends and best practices. I regularly engage with customers to understand their needs, pain points, and preferences and use this feedback to inform product decisions.
• Cross-functional collaboration: Working closely with cross-functional teams such as engineering, design, and marketing is another way to stay current with industry trends and best practices. Collaborating with experts in their fields helps me to understand emerging technologies and design trends, as well as the latest marketing and sales strategies.

Overall, staying up-to-date with industry trends and best practices requires a continuous effort to learn, network, and collaborate with others in the industry.