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	<title>Management Excellence &#187; product</title>
	<atom:link href="http://artpetty.com/tag/product/feed/" rel="self" type="application/rss+xml" />
	<link>http://artpetty.com</link>
	<description>Art Petty on Leadership, Management and Professional Development</description>
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	<copyright>copyright by Art Petty, 2011 </copyright>
	<managingEditor>art.petty@artpetty.com (Art Petty)</managingEditor>
	<webMaster>art.petty@artpetty.com (Art Petty)</webMaster>
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		<title>Management Excellence</title>
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	<itunes:subtitle>Leadership Caffeine Podcast</itunes:subtitle>
	<itunes:summary>Host Art Petty interviews leaders, leadership authors, management thinkers and other professionals about creating high performance teams and organizations and developing effective leaders at all levels, during this weekly program. The goal is to share practical, powerful ideas to help listeners improve their performance and the performance of their teams and organizations.</itunes:summary>
	<itunes:keywords>Caffene, Ldrshp, Profesional, Dev, Ledership, Ldrshp, Caffeine, Proff&#039;l, Dev</itunes:keywords>
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	<itunes:category text="Business">
		<itunes:category text="Management &#38; Marketing" />
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	<itunes:author>Art Petty</itunes:author>
	<itunes:owner>
		<itunes:name>Art Petty</itunes:name>
		<itunes:email>art.petty@artpetty.com</itunes:email>
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		<item>
		<title>Preventing Product Launch Failure: Watch Out for the Pitfalls!</title>
		<link>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</link>
		<comments>http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/#comments</comments>
		<pubDate>Sun, 08 Jun 2008 16:38:44 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[b2b]]></category>
		<category><![CDATA[businessweek]]></category>
		<category><![CDATA[buyer]]></category>
		<category><![CDATA[consensus]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[fail]]></category>
		<category><![CDATA[launch]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[point of sale]]></category>
		<category><![CDATA[problem]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[release]]></category>
		<category><![CDATA[requirements]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[tech]]></category>
		<category><![CDATA[tuned in]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/06/08/preventing-product-launch-failure-watch-out-for-the-pitfalls/</guid>
		<description><![CDATA[G. Michael Maddock and Raphael Viton writing in the Innovation Engine column at  BusinessWeek online, offer a sobering look at the Ten Reasons Your Next Launch Will Fail.   From the propensity of companies to create solutions for unknown problems (Science Run Amok) to the recurring theme of teams convincing themselves that they can't miss (Death by Consensus), this insightful and witty column offers some priceless guidance for marketers, product and project managers and executives everywhere.
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Product Manager does not Mean Product Emperor (and other helpful suggestions for success as a Product Manager)</title>
		<link>http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/</link>
		<comments>http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/#comments</comments>
		<pubDate>Thu, 24 Apr 2008 13:41:39 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[competitor]]></category>
		<category><![CDATA[customer]]></category>
		<category><![CDATA[dilemma]]></category>
		<category><![CDATA[field]]></category>
		<category><![CDATA[innovator]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[pragmatic marketing]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[responsibility]]></category>
		<category><![CDATA[Sales]]></category>
		<category><![CDATA[salespeople]]></category>
		<category><![CDATA[steve johnson]]></category>
		<category><![CDATA[success]]></category>
		<category><![CDATA[tradeshow]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/</guid>
		<description><![CDATA[t's long been my opinion that the Product Manager has one of the tougher jobs in an organization (see my post: In Support of the Product Manager as MVP).  This position is one of those "all of the responsibility with none of the power" roles that grind up and spit out mere mortals with alarming frequency.

There are a number of common mistakes that I've observed both new and experienced Product Managers make, that if understood and avoided, might increase the survival and success rate of this endangered species.  In no particular order, these common mistakes and hopefully, helpful hints, include:
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/04/24/product-manager-does-not-mean-product-emperor-and-other-helpful-suggestions-for-success-as-a-product-manager/' addthis:title='Product Manager does not Mean Product Emperor (and other helpful suggestions for success as a Product Manager) ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>How do Ideas Turn Into Actions in Your Firm?  Hint: Check Your Leadership Culture</title>
		<link>http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/</link>
		<comments>http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/#comments</comments>
		<pubDate>Thu, 27 Mar 2008 23:33:15 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[culture]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[Factory]]></category>
		<category><![CDATA[Idea]]></category>
		<category><![CDATA[Ideas]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Suggestion]]></category>
		<category><![CDATA[value]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/</guid>
		<description><![CDATA[As a leader, you should be critically concerned about where ideas come from and how they go from insights to actions.  This process of value creation is fundamental to a firm's growth and at its core it is a very organic process.
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/03/27/how-do-ideas-turn-into-actions-in-your-firm-hint-check-your-leadership-culture/' addthis:title='How do Ideas Turn Into Actions in Your Firm?  Hint: Check Your Leadership Culture ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Meeting is Never for Decision-Making: A Product Management Lesson I Learned at Matsushita</title>
		<link>http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/</link>
		<comments>http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/#comments</comments>
		<pubDate>Tue, 18 Mar 2008 14:02:30 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[Project Management]]></category>
		<category><![CDATA[business plan]]></category>
		<category><![CDATA[Career]]></category>
		<category><![CDATA[ceremony]]></category>
		<category><![CDATA[credibility]]></category>
		<category><![CDATA[decision]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[lesson]]></category>
		<category><![CDATA[management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[Matsushita Electric]]></category>
		<category><![CDATA[meeting]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[stakeholder]]></category>
		<category><![CDATA[trust]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/18/the-meeting-is-never-for-decision-making-a-product-management-lesson-i-learned-at-matsushita/</guid>
		<description><![CDATA[While the technique or reaching agreement with your stakeholders one by one ahead of formal approval might seem a bit like playing politics, I prefer to view it as covering the bases.  Leaders invest in people they trust and have a sense for, and the ceremony of a group meeting is the wrong place to try and build your trust and credibility.
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>Towards an Independent Product Management Organization</title>
		<link>http://artpetty.com/2008/03/05/towards-an-independent-product-management-organization/</link>
		<comments>http://artpetty.com/2008/03/05/towards-an-independent-product-management-organization/#comments</comments>
		<pubDate>Wed, 05 Mar 2008 13:47:04 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[communications]]></category>
		<category><![CDATA[development]]></category>
		<category><![CDATA[Gary Hamel]]></category>
		<category><![CDATA[Innovation]]></category>
		<category><![CDATA[integration]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Organizational Structure]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[Product Development]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/03/05/towards-an-independent-product-management-organization/</guid>
		<description><![CDATA[Product Management's position in the organization is a topic that invites vigorous debate, usually around whether marketing or development should own the function.  While any debate about optimal organization structure can sound a lot like the radio and television sports shows where people argue fiercely over the greatest running back or quarterback of all time (there is no one right answer!), the PM issue merits some consideration.  Of course, the right answer may be, "It depends."
<div class="addthis_toolbox addthis_default_style " addthis:url='http://artpetty.com/2008/03/05/towards-an-independent-product-management-organization/' addthis:title='Towards an Independent Product Management Organization ' ><a href="//addthis.com/bookmark.php?v=250&#38;username=xa-4d2b47597ad291fb" class="addthis_button_compact">Share</a><span class="addthis_separator">&#124;</span><a class="addthis_button_preferred_1"></a><a class="addthis_button_preferred_2"></a><a class="addthis_button_preferred_3"></a><a class="addthis_button_preferred_4"></a></div>]]></description>
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		<slash:comments>0</slash:comments>
		</item>
		<item>
		<title>The Best Product Managers are in Seat 12C</title>
		<link>http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/</link>
		<comments>http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/#comments</comments>
		<pubDate>Thu, 28 Feb 2008 13:31:03 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[marketer]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Pragmatic]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Product Marktering]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/02/28/the-best-product-managers-are-in-seat-12c/</guid>
		<description><![CDATA[As a Product Manager/Marketer, the more time you spend in the office, the less intelligent you become every day about the real situation of your offerings and your clients.  You cannot build relationships, gain critical insights and frankly, grow as a professional from your office or cubicle chair.  As important as all of your internal tasks are, you cannot create value for your firm by cloistering yourself in endless meetings and only gaining critical market context on the other end of a telephone.
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		<slash:comments>1</slash:comments>
		</item>
		<item>
		<title>The Product Manager&#8217;s Questions for Success</title>
		<link>http://artpetty.com/2008/02/16/the-product-managers-questions-for-success/</link>
		<comments>http://artpetty.com/2008/02/16/the-product-managers-questions-for-success/#comments</comments>
		<pubDate>Sat, 16 Feb 2008 16:56:40 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Product Management]]></category>
		<category><![CDATA[charter]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[organization]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Product Marketing]]></category>
		<category><![CDATA[Strategy]]></category>
		<category><![CDATA[Structure]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/02/16/the-product-managers-questions-for-success/</guid>
		<description><![CDATA[Thanks to a good friend and the person I credit with the creation of the "Why is a Product Manager Like the Office Photocopier?" joke, I recently unearthed a listing of questions that we had established with the PM team to help teach and remind everyone of the True Role of a Product Manager.
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		<slash:comments>3</slash:comments>
		</item>
		<item>
		<title>In support of the Product Manager as MVP</title>
		<link>http://artpetty.com/2008/01/07/in-support-of-the-product-manager-as-mvp/</link>
		<comments>http://artpetty.com/2008/01/07/in-support-of-the-product-manager-as-mvp/#comments</comments>
		<pubDate>Mon, 07 Jan 2008 14:00:20 +0000</pubDate>
		<dc:creator>Art Petty</dc:creator>
				<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Marketing]]></category>
		<category><![CDATA[Product Management]]></category>
		<category><![CDATA[CEO]]></category>
		<category><![CDATA[COO]]></category>
		<category><![CDATA[leader]]></category>
		<category><![CDATA[manager]]></category>
		<category><![CDATA[product]]></category>
		<category><![CDATA[product manager]]></category>
		<category><![CDATA[Product Marketing]]></category>
		<category><![CDATA[Strategist]]></category>

		<guid isPermaLink="false">http://artpetty.com/2008/01/07/in-support-of-the-product-manager-as-mvp/</guid>
		<description><![CDATA[Few roles in B2B and technology organizations carry loftier expectations or face more challenging tasks than that of the Product Manager.  This position tends to be backed by a job description with responsibilities that makes many executive roles look tame by comparison.

The right person in this important role can mean the difference between wild success and mediocre performance for the business.  And while organizations commonly under-staff (both in number and in power/experience) and over-describe (expectations are excessive), it is a thing of beauty when you latch onto a professional Product Manager that understands how to build value through this role.  This super-employee operating in this tough role consistently gets my vote for MVP.
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		<slash:comments>11</slash:comments>
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