Jens-Fabian Goetzmann

“Outcomes over Outputs” is a mantra that has swept the product management and product development community over the last couple of years, even leading to a major book outlining the concept.

“Build it, and they will come” is an old product development adage.

Developing digital products is inherently risky.

Product management requires a broad set of skills.

Familiar product management scenes: a salesperson raises a feature request, gets the response: “good idea, we'll put that on our backlog”.

It is an often-repeated piece of management advice to demand that team members “bring solutions, not problems”.

One of the essential areas of responsibility for product leaders is setting up the processes of the product development department.

Back when people first started building complex software, the natural approach was to do this in a planned methodical way that resembles physical engineering.

Holding two opposing thoughts in your head at the same time is generally a valuable skill.

One of the essential areas of responsibility for product leaders is setting up the organizational structure of the product development department.

First things first: I love A/B testing.

One of the crucial areas of responsibility for product leaders is building the team, and one crucial part of that is developing your team members.

Product management roles vary across companies as a function of many different aspects, for example company size, culture, or historical context.

Silicon Valley is enamored with First Principles Thinking.

One of the crucial areas of responsibility for product leaders is hiring to build up the team.

In the “PM 101” series I am sharing some PM basics that I wish I had known when I first started as a product manager.

One of the crucial areas of responsibility for product leaders is owning the product direction.

In the past years, a lot has been written about product management: about the role definition and how it varies between industries and companies, the skills required, best practices and so on.

A few months ago, I re-built this website using the static site generator Eleventy.

Good communication is perhaps the most critical skill for product managers.

Over the past few months, I've been either hiring manager or the one executing the hiring process for a number of product roles—product managers, product designers, product analysts.

The most frequently used visualization of product management is this Venn diagram by Mind the Product founder Martin Eriksson which shows the product manager sitting at the intersection between business, technology, and user experience (UX…

First principles are a philosophical / logical concept originally stemming from Aristotle.

Product managers often complain that prioritization is one of the most challenging aspects of the job: there is always so much to do and so little time.

In the “PM 101” series I am sharing some PM basics that I wish I had known when I first started as a product manager.

In the “PM 101” series I am sharing some PM basics that I wish I had known when I first started as a product manager.

“We A/B test everything” is a trap that product teams fall into—it means you have stopped innovating and are only optimizing.

In the “PM 101” series I am sharing some PM basics that I wish I had known when I first started as a product manager.

Google and Apple are two of the most successful and admired technology companies, yet their approach to product development differs in some fundamental aspects.

Product “north star” metrics provide benefits in team alignment and product improvement.

I was recently asked, “How do you create a product roadmap?”

Focusing on outcomes over outputs is a product management mantra that has been getting a lot of attention recently.

One of the most fascinating and least discussed facts about product development is that most attempts to improve the product fail to deliver value.

Product organizations often discuss needing a (new) product vision or strategy, or will talk about what is on their roadmap.

I was recently at a panel discussion with a large group of very data-informed product managers.

In the first part of this series, I talked about the classical PM domain trifecta of business, technology, and UX.

I was a consultant at BCG for five years before I moved into product management at Yammer just over a year ago.

It is hard to believe, but it has been more than a year since I joined Yammer as a Product Manager.

2016 was the first full year I spent working as a Product Manager at Yammer.

In the past couple of weeks, I found two diametrically opposed pieces of advice on writing product specs: this podcast with Samuel Clemens, who states that he has a “kill on sight” rule for specs, and this article by Gaurav Oberoi with some great…

German is known for having a lot of long, unique words that describe things that simply have no description in other languages.

As a product manager, you constantly have to find, prioritize, design and measure product improvements.

If the rumors that have been spreading for a few months are correct, Apple will remove the 3.5mm headphone jack on the next iPhone.

At Yammer, we believe that product curiosity and product sense are two of the most important traits of a good PM, and that these skills must be continuously exercised.