post

B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

🌎 <a href="https://www.mindtheproduct.com/world-product-day/" style="color:#FFFFFF;text-decoration:underline;">Happy World Product Day!</a> Be sure to celebrate product, yourself, and your peers today! 🎉

Successful product management in companies where it’s least understood

Measuring critical user journeys – Javier Andrés Bargas-Avila (UX Director, Google)

A new way to look at applied experiments

Product survey findings: Only 15% of users are embracing AI features 

Building high-performing product teams: The PDLC approach

Footer About

Footer Contribute

Footer Get Involved

Footer Links

Mind the Product

Guest Post

Overcoming the 20% feature usage challenge

Product Management

Three product leaders to learn from at #mtpcon inside Pendomonium

Martin Eriksson has 25+ years experience building world-class online products in both corporate and start-up environments for global brands such as Monster, Financial Times, Huddle, and Covestor. He is the Founder of ProductTank, the Co-Founder and Curator of Mind the Product, and a Product Partner at leading venture capital fund EQT Ventures. He is also the author of the best-seller Product Leadership, How Top Product Leaders Launch Great Products and Build Successful Teams (O'Reilly, 2017).

Martin Eriksson

<a href="http://mindtheproduct.com/wp-content/uploads/2012/06/327260478_b33add16aa_o.jpg"><img loading="lazy" decoding="async" class="alignright size-medium wp-image-2003" title="327260478_b33add16aa_o" src="http://mindtheproduct.com/wp-content/uploads/2012/06/327260478_b33add16aa_o-300x225.jpg" alt="" width="300" height="225" srcset="/wp-content/uploads/2012/06/327260478_b33add16aa_o-300x225.jpg 300w, /wp-content/uploads/2012/06/327260478_b33add16aa_o-768x576.jpg 768w, /wp-content/uploads/2012/06/327260478_b33add16aa_o.jpg 1024w" sizes="(max-width: 300px) 100vw, 300px" /></a>Whether you call it consumer or B2C¹, enterprise or B2B², being a product manager on one side or the other has long been a defining characteristic. You either know how to build products for enterprises or for consumers and job ads make a big deal about focusing on one or the other. But is there really a difference any more?
Consumer is conceptually pretty straightforward &#8211; you build a product for the end user and, if they like it, they&#8217;ll pay for it. Great user experience has quickly become fundamental as the competition is fierce and the treacherous one-click adage puts competitors just one click away.
But in the enterprise world the user and the purchaser are different people with different needs. This suggests that it requires a different product management approach and certainly until recently enterprise businesses focused almost exclusively on the purchaser. Their clients&#8217; penchant for driving top-down adoption of software and products meant that the end user experience didn&#8217;t really matter &#8211; as long as whoever was paying for it was happy and hit their goals.
The rapid consumerisation of the enterprise means this approach has all but disappeared. Due to the revolution in user experience in consumer apps, end users simply gave up on crusty old systems internally and demanded better tools. And, if they don&#8217;t get them, they simply circumvent their IT department and use whatever they can to make their work more efficient. Companies have woken up and realised that installation isn&#8217;t the same as adoption and that to truly benefit from new products they have to be used.
I&#8217;ve worked on both sides throughout my career and I believe all products should be approached the same way, because at the heart of it they are simply products with different personas acting on them. Fundamentally, even most B2C products have the same problem as they&#8217;re advertising funded &#8211; so the end-user and the person paying for it are still different people.
This means knowing and understanding the requirements of all the different personas or stakeholders that engage with your product &#8211; whether they are an end-user, a corporate procurer or advertiser &#8211; and maximising the product&#8217;s usefulness for all of them. This doesn&#8217;t mean they have equal priority.  Ultimately, this prioritisation is now overwhelmingly in favour of the end-user &#8211; because if they&#8217;re not loving it and using it, the procurer or advertiser aren&#8217;t going to pay for it.
¹business-to-consumer 
²business-to-business
<div class="g g-21"><div class="g-single a-170"><a class="gofollow" data-track="MTcwLDIxLDEsNjA=" href="https://www.pendo.io/pendomonium/"><img decoding="async" src="https://www.mindtheproduct.com/wp-content/uploads/2024/06/MTP-Footer_ad.png" /></a></div></div>

core/freeform

Product Management Characteristics

Taming your product gremlins: an antidote guide for product people by Keji Adedeji

The next 10 years in product management

Bring the JOY back to work by Ben Newell

From engineering to product management at Google

What makes for effective product management by Nikolaus Horn and Sebastian Ratcliffe

Walk a Mile in Their Shoes by Egan Cheung

In My Humble Opinion by Thor Mitchell

Mindset – Is Being a Product Manager the Worst Job? With Laurel Gray and Rosemary King

Consumer vs Enterprise Product Management

Martin Eriksson

Comments

Read next