Friday, January 22, 2021

Three SuperPowers Every Marketer Should Develop

Why Paranoia, Customer Intimacy, and Peripheral Vision are key skills for Product Marketing Management

If you’re going to be in Product Marketing - or in any company leadership position - I’ve found that the same 3 “superpowers” keep recurring in successful careers. These aren’t operational or functional skills per se. Rather, they are persistent perspectives that leaders with insight always keep in the back of their minds.

First, there’s always maintaining a healthy dose of Paranoia.  That is, you haven’t drunk the product Cool-Aide, that your product/company must be the best. Second, there is the requirement for customer closeness and intimacy - knowing your core buyers inside-and-out. Then finally, there is what I call Product Peripheral Vision - understanding your product/service in a greater customer and competitive context.

Embody these, and you’ll always add value to the company, to your product, and to your customers.  

1. A Super-Healthy Sense of Paranoia

Andy Grove - of Intel fame - literally wrote the book:Only the Paranoid Survive: How to Exploit the Crisis Points That Challenge Every Company.”  In this he famously pointed out that "Business success contains the seeds of its own destruction... Success breeds complacency. Complacency breeds failure. Only the paranoid survive”.  He narrowed-down this statement to 6 Forces, but in my opinion, a good PMM focuses on the following paranoia:

  • Competition - assume they’re always trying to be better than you - and perhaps they already are. Don’t be complacent or simply dismiss the competition. Take them seriously, and always question whether you’re really more compelling to customers.
  • Alternatives - your biggest disruption won’t necessarily hit you head-on. Customers always look for alternatives, including “good-enough” solutions that can invisibly displace you.  Always be on the look-out for the closest alternatives customers use… and why.
  • Differentiation - while you probably *think* you’re differentiated, you’re likely not (at least, not as much as you think).   Take a cold-hard look at how really different you are from a customer’s perspective, and push to modify your offer as well as your marketing.
  • Industry changes - while you’re focused on segment or category “A”, there’s always the possibility that a completely different industry imperative will shift customers to different categories. Be ready to adapt.

2. Super Closeness to the Customer, Customer intimacy

As a marketing leader - ensuring that your product has proper market fit with your target customers, you Must be the SuperPower expert about your customers. And you need to communicate these learnings back into the company, specifically back to marketing, product management, and sales.  

  • Know the customer at every level - Know the decision-makers vs. buyers vs. users. The tactical reasons they buy, as well as the strategic business reasons. 
  • Why they bought - You’ll need to get inside their heads regarding why they chose your product, how they evaluated it, how they use it - on a daily basis.
  • Know Alternatives - Similar to the Paranoia topic above, you’ll need to know what alternative (and competitors) they considered during the process - and *why*. What was attractive to them, how they got the names, whether they’re *still* considering the alternatives.
  • Ask the critical question - “How would you feel if you *didn’t* have this product?” The answer will be telling - indicating how well your “fit” is to the customer, how much they value the uniqueness, and how critical your product is to the customer’s outcomes. 
  • Intimacy vs. Focus - There are subtle differences between customer intimacy and customer closeness.  Ensure you develop the right insights and relationships so you can serve -- and even better -- anticipate their needs. 

3. Maintaining Super Peripheral Vision

One of the best SuperPowers you can develop as a marketer or businessperson is the ability to see out beyond the myopia of your own product, technology, and even industry segment.  Always be looking for (worrying about?)  adjacencies, routes-to-market, partnerships, and the “Whole Product” aspect of your offering. 

  • Think “Whole Product” - That is, partners, ecosystems, channels. Most B2B products simply don’t exist in a vacuum. They are bought with, or through, other technology partners, value-add ecosystems and channels. Every product exists and abuts other products and technologies.  Every decision you make has to take these realities into account.
  • Focus on indirect competition / alternatives - The notion of maintaining peripheral vision also applies to alternatives and competition.   What other distant adjacencies are (or will be) intersecting with your own market? Are any of them potential partners - before they become competition? 
  • Consider similar (but different) market plays - I always like to think about product and marketing analogies in different markets that either worked or failed… and whether those analogies apply to product /market.  Do they help reframe product positioning? Value propositions? Routes-to-market? 
Got any other suggestions on critical "Super Powers" ? let me know!



Monday, January 11, 2021

Digital Agility Gets a Boost with Identity Management

(A version of this Blog originally published on Auth0 Blogs

Apps are becoming componentized and API-based to facilitate reuse and agility; Identity management cloud services will help.

"In today's online-first, intensely competitive environment, creating a monolithic, inflexible CIAM system will quickly put the firm on the path toward extinction." ~ Forrester's Customer-Obsessed IAM Operating Model April 2020

There is an "old-school" view of Identity and Access Management (IAM) that sees it purely as a security requirement for apps and websites. Simply, IAM is there to keep the bad guys out and let the good ones in.

A more progressive view recognizes how IAM helps provide a better level of user convenience and app-level personalization, as well as lower-friction interactions. Plus, it can offer the business better CRM data, a lever for managing data privacy and compliance controls, and (if implemented properly) a consistent context-sensitive security perimeter across all apps/properties.

But there's a third level of benefit of IAM that IT often overlooks: A consistent, flexible IAM foundation can contribute to the firm's overall digital agility.

Here's why: IAM systems have traditionally been embedded into apps and frameworks (think: React, Angular, JS, etc.). Using that approach, each app runs the risk of becoming an IAM silo unto itself. And when it comes time to integrate those apps with other identity-driven systems, the approach can create a massively inflexible infrastructure.

Worse, firms should expect that many of their custom apps will have to work alongside other enterprise apps — e.g., marketing, digital experience, privacy/governance, business systems, and of course, security and analytics. However, the reality is that the logical topology surrounding your IAM system will always be dynamic and distributed — plan for it. The nature of enterprise systems IAM needs to interface with will always change. But when business leaders don't plan a consistent IAM foundation, digital agility will be one of the big losers.

Identity Has Become a Foundational Component of Digital Transformation, IT Agility, and Infrastructure Modernization

Digital transformation initiatives are when progressive software-driven companies shift from rigid, monolithic IT infrastructures and apps into more componentized API-first architectures. These are more easily reassembled/rearchitected and reused (see this great blog about API strategies by Informatica). Component software also means that app updating can be done on a piece-part basis, without requiring the entire application to be retested and QA'd.

When shifting to an API-based strategy, there is often a simultaneous replatforming initiative for some (or all) of the components, shifting them into the cloud and/or onto serverless cloud platforms. These initiatives also help businesses respond more rapidly to fast-moving opportunities and/or competitive issues. The growth of API-first architectures and use of serverless execution platforms has been nearly geometric during the past few years.

Distributed and loosely coupled

In software design, a loosely coupled system is one where each component has, or makes use of, little or no knowledge of the other components. This could include the coupling of software classes, interfaces, data, and other SaaS services. Loose coupling is important because it allows you to rearchitect specific components in the future with minimal impact to other components.

Often, one of the loosely-coupled underpinning layers of these digital transformation initiatives is security and access management — certainly found at the application level, but also even at the component level. With potentially millions of such API-first distributed components being deployed, each component, app, and composite application must be reliably and consistently secured, embracing the capacity to be identity-aware.

Decoupling identity from the application and/or app component means avoiding inconsistent IAM stores/DBs, yet ensuring a consistent privacy model, reliable access, and a strong security perimeter.

An Identity-Centric Point-of-View: 

Your Identity Management functions should be componentized, programmable, and cloud-neutral

Many of today's IAM technologies are embedded in programming frameworks and therefore hardwired to apps. I believe these IAM functions must — and will — become decoupled from the apps they support. Decoupling IAM helps release customers from the bonds of vertical integration stacks that are inherently siloed, brittle, and fundamentally non-optimized for the complexity of today's identity needs.

IAM functions should also be released from mega-cloud lock-in. The market requires an IAM foundation that's open and customizable — rather than a foundation that binds customers to an Amazon, Azure, or Google agenda.

This matters because an IAM approach that's API-first, application-decoupled, and componentized also allows developers and their enterprises to rearchitect and dynamically deploy new updates, features, and functionality without disrupting the underlying identity infrastructure. That results in the ability to respond to business conditions and competitive situations more quickly and reliably.

“Using microservices in containers has also allowed us greater flexibility when deploying IAM solutions. Typically IAM solutions have featured larger, more monolithic services that are harder to scale and upgrade. Microservices allow the structuring of an application as a collection of loosely coupled services. This architecture then enables the continuous deployment of complex applications, as it is less complicated to update smaller services incrementally than larger ones. It also allows the scaling of particular components (e.g. databases, LDAP servers, etc.) to meet demand as required.”  ~ IAM DevOps in Capgemini, Terence Stamp

Some closing recommendations

For executives, technology agility equates to business agility. Work with your technical colleagues to understand what IAM underpinnings you currently have and how those will need to evolve to work alongside adjacent systems for marketing, digital experience, privacy/governance, business systems, and security and analytics. Urge technical partners to: 

  • Seek to componentize applications, and underpin them with a consistent IAM infrastructure. Treat IAM as a reusable component service the way you use other reusable SaaS services (e.g., payments, databases).
  • Measure and justify the benefits of IAM across your infrastructure. Collaborate with colleagues in security, customer experience, web, and CRM teams; assess where identity can yield quantifiable top-line revenue and competitiveness.
  • Prioritize customer outcomes within digital transformation initiatives. Digital agility and transformation program outcomes must be driven by a focus on responsiveness to customer needs and expectations. Identity management foundations not only contribute to a consistent/reusable infrastructure but also help build a comprehensive customer 360°.
  • Neutralize cloud vendor lock-in risk with an independent, cloud-neutral IAM system. Long-term agility and avoidance of high switching costs are further enabled by using an independent, cloud-neutral IAM service.

For technologists, it's time to apply IAM like other loosely-coupled SaaS services you commonly use. For example: 

  • Use familiar API and microservices principles when adding IAM into your platform. Select a reusable, easily-integrated cloud IAM service that's compatible with a broad set of programming languages and frameworks.
  • Reduce IAM time to production; simplify app reuse. Get your team started quickly with a solution offering SDKs, quickstarts, and implementation guidance.
  • Consolidate user IAM systems and databases. Use an IAM solution offering a range of migration tools and customer DB connections to fit the user migration scenario best for you.


Thursday, December 10, 2020

Product/Market Fit As a Organizing Principle for PMMs


“Product-market fit means being in a good market with a product that can satisfy that market.

Marc Andreessen, co-founder and General Partner, Andreessen Horowitz, Guide to Startups




When I’m asked “What does Product Marketing do?” I respond that it’s the core role that drives product-market fit, matching the product to the right buyers. All markets are made up of buyers and sellers… and when the needs of buyers are met by the offers of sellers, there’s a transaction. For me, it’s the role of Product Marketing Management (PMM) to drive this for the company that is, to influence product development to meet the market needs, and to help find the right market buyers that need the product being offered. When both of those conditions are met (and it’s a continual process!) there’s great fit and a successful business. (Really, this is just a variation of Bid/Ask). So, PMMs are the core role rationalizing Product Management, Sales, and Go-to-Market motions. 

Sunday, August 30, 2020

Advice to the Aspiring Employee

I’ve spent the past few weeks busy evaluating team performance for our semi-annual review process. And every year, I take it more seriously because every year I realize how much more important *people* are to the company. 


I used to think this was a throw-away comment - but hiring, developing, promoting and rewarding the “A” players is the difference between a high-performing company, and all the other average players.


Anyone reading this might ask, “Well, what do you mean by an ‘A’ player? I work really hard. I have great ideas. I’ve got experience. Doesn’t that make me an ‘A’ player too? How do I get promoted?” 


Well, from a manager’s perspective, here’s the advice I give, and what I look for in “A” players - and believe most other management does too.

  1. Table-Stakes: Do your core job well. You’re expected to be competent, handle your responsibilities, know your skills, execute on-time, and keep your accountabilities on-track.  And for all of that, you’ll achieve being a solid “average” player.  There’s absolutely nothing wrong with this - unless you’re looking to grow, get a promotion, and excel at the company. But you have to start here.

  2. Next: Your willingness and ability to go above-and-beyond. This means that if/when there is a “crunch-time”, when there is an aggressive project, an emergency, a “special assignment” etc., you’re willing to put in the extra hours to get it done. These extra hours might be over a period of days -- and occasionally over weeks. But you’ve got to be willing to show your commitment to do this. It means that you’re able to identify the important projects (maybe only 1-2 a year) and rally to deliver them on time. Your management will notice, because it shows an awareness and commitment to do what needs to get done. BTW, a word of caution: This does NOT mean you are constantly working 80 hour weeks! (you’ll burn yourself out).  

  3. The hard one: Learn to push the envelope of your Job Description: Here’s the aspect of your job that signals your most “promotable” aspect: I like to think of it as “pushing the envelope” of the job. Others might call it “working at the next level above you”. Either way, it means you are thinking outside the box that’s called your job description.

    Is there an idea you have that management hasn’t thought of? An opportunity nobody’s identified yet? A strategy that hasn’t been pursued? Whatever the instance, it should be incremental to your role (but not so “blue-sky” as to be immediately dismissed).  But here’s the key: Management *loves* new ideas - and execution of those ideas - coming from employees. It means the employee is interested, motivated, ambitious. Who wouldn’t like someone like that on their team?

    One other perspective in which to hold “pushing the envelope”: It’s all about your attitude. Try this thought experiment - if you got a promotion tomorrow, what would you do differently? How would you act? What goals would you set for yourself? How would you team/partner differently? How would you communicate differently with management?  So start acting/doing all of that NOW! Promotions most frequently happen to people who are ALREADY acting and executing at the next level. 

What if you don’t know what “outside the box” means for you?  Then my recommendation is to brainstorm with your manager… or with their manager. You don’t need to have all the answers, but you should show the eagerness to inquire and discover. 


There are tons of other skills, attitudes, and attributes that’ll help you be a star. And sometimes, it’s just-plain experience that helps too. 


But if you’re wondering “how will I get that great review” or “am I promotable”, my suggestion is to first focus on the 3 points above.


Monday, February 17, 2020

Gartner MQ, Forrester Wave: A Disservice to Innovation?

Note: Read this blog more as a wakeup call to vendors than as a criticism of Industry Analysts. By inadvertently playing into analysts’ narrow definition of products and categories, vendors can become distracted from their real goal – pursuing meaningful, valuable, and unique innovation. 

Prologue
Industry analysts have an important job in the technology industry: To help customers better understand trends, technologies, and vendors, so they can make better, more confident purchasing decisions. And for vendors, analysts are helpful by providing market research, trend analysis and evaluation of products and technologies.

But in my experience, analysts also have a fine line to walk when they make vendor evaluations. Since analysts take money from both vendors and customers, they put themselves in potential conflict-of-interest positions, if not also risking bias.  This is made worse by lack of transparency in their evaluation methodologies.

The most popular – and influential – evaluation tools analysts offer are periodic product analyses and ratings. The well-known Gartner Magic Quadrant (MQ) and Forrester Wave are at the top of the list, with others such as KuppingerCole’s Leadership Compass. These reports are pervasive, with Wikipedia listing 66 different Gartner MQs – with many more unlisted.

Unintended consequence: Category myopia
A closer look at how the MQs, Waves, and other evaluation are constructed reveals massive spreadsheets that vendors are asked to complete. They largely focus on product feature comparisons, and to a lesser degree, company operations. I’ve personally helped complete countless numbers of these – and it’s often a multi-person, multi-week vendor effort.

But the spreadsheet questionnaires have an unintended consequence: They inadvertently treat each vendor product/category as a fungible, semi-generic solution to meet a limited set of problems.  Further, they often track technology categories that can quickly become outdated, even as analysts struggle to update them.

The result is that vendors are compelled to play the analyst’s game... not their own.   The unintended myopia – the forced “thinking-inside-the-box” – manifests itself this way:

  • Vendors end up spending time, R&D resources, and marketing expense to chase feature boxes that will yield them high evaluation scores.  This inadvertent “keeping up with the Jones’ ” for feature parity does an injustice to innovation they would otherwise pursue.  It is the rare visionary vendor that’s able to say “screw the features the analysts want, we want to innovate in a different direction”.  And, unfortunately, those same vendors might be penalized in the next vendor evaluation for not “checking the boxes” even though they may have a breakthrough approach to the market.
  • Customers may also be misled by these evaluations, often narrowly viewing the product sector through the narrow lens presented by the analysts.  While some customers will benefit by an apples-to-apples comparison of features, many may miss appreciating the variation in vendor options, approaches, and overall direction/strategy – things not generally reflected in simple checkbox evaluations. 

True innovators are penalized
A great set of podcasts by Christopher Lochhead focus on “legendary marketers” and innovators who re-think their products, market strategies, and ultimately create new concepts and categories.  But in the world of  standard analyst categories, innovators of new categories are penalized, because (a) they are not being considered for a MQ or wave, or (b) receive poorer ratings on the standard category ratings... even if they offer a truly revolutionary approach to solving a technology problem.


Now, to play my own devil’s advocate, I recognize the need for analysts to create some level of standardized evaluation criteria – the industry needs this. However, analyst criteria can be mistakenly held as the end-all and be-all, rather than as general guidance.  Further, most analysts fail to go the extra mile to fully explain the differentiations between vendors and products.

Note to Vendors: Analysts assess the Finite Game, not the Infinite Game
In his excellent new book The Infinite Game, Simon Sinek outlines the notion of great companies focusing on the “infinite game” – one where there is vision, constant reinvention and constant shifting of the playing field... and even shifting the definition of what it means to succeed.  This is in contrast to playing the “finite game” where the rules are defined, there is a limited set of metrics, and a singular clear goal to win.

The current mindset which is rewarded by MQs and Waves is that of the Finite Game... where vendors are encouraged play to their competition, innovate with the “check-the-box” mentality, and where customers might errantly treat vendor solutions as generic and fungible.

My candid vendor advice is this: Yes, we need to play the analyst’s game. There is absolutely a service to our customers using this approach. But proceed with caution and intelligence – There may not be not a need to “check all the boxes”, nor necessarily should you. Balance that effort against your own vision, direction and approach to differentiation. And ensure that if you opt for a powerful direction, albeit one that could weaken your evaluation, emphasize your believe/vision with the analysts.  Remember: There are lots of billion-dollar firms that aren’t leadership quadrant companies.

My advice if you’re a customer: Don’t blindly choose to put the top 3 vendors of a leadership quadrant on your short-list.  Look more deeply, and have your own set of criteria developed when selecting a vendor.   All-too-often, a vendor might have a solid offering in a given category, but ultimately fail to demonstrate the strategy and direction that will carry your company forward a few years in the future.

Coda: A note to analysts: 
I have the greatest respect for you – and for the incredible knowledge you have and advice you give.  (Even some of my own best friends are Analysts).  But please emphasize that your evaluations are standardized.  Go the extra mile to really understand and communicate

  • how vendors differentiate their products
  • where vendor visions lead and/or diverge
  • adjacent categories to the vendors’ own (or categories that overlap)
  • how the vendor’s products are either “pure-play” in the category, or how it expands the category definition. 

I look forward to your comments/feedback

Monday, January 6, 2020

Own Your Category With a Network-Effect Product


At the intersection of product marketing and product development is constructing a “data flywheel” business model 


I recently found myself speaking with a number of companies - in completely different industries - yet all expressing the same essential strategy: We’d like to make our product more valuable - and more difficult to duplicate - by making it constantly learn from our customers. 

I stopped to think about that as an increasingly common strategy…. And how (in contrast) I’d been accustomed to marketing products that are just a race against competitors who were adding similar features to mine. That old approach was an endless technology treadmill, constantly trying to outpace feature parity for leadership.  

My insight was that a *real* leader is a product (or service) that develops an unfair edge, a hard-to-duplicate sustainable advantage, that makes (and keeps) the offering a runaway success. The "network effect" of customer usage is how it keeps its edge over the competition.

This is how I rediscovered the notion of the “Data Flywheel”; The idea that the more relevant data you collect from users, the more you can build better learning/algorithms and continuously develop a better and more valuable product. And finally, this positive feedback is what helps you acquire even more users and defend against competitors. 

The concept of the data flywheel was originally conceived by Jim Collins, author of “From Good to Great” IMO, a seminal business book. Another great discussion of this model is from Christopher Lochhead’s podcast (#24) part of an excellent series of marketing discussions. This product-centric network effect isn’t a new concept, but definitely one I don’t (yet) see most companies pursue. With the acceptance and maturation of more Artificial Intelligence (AI) engines, I expect this trend to accelerate over the next few years.

Your customer data is value - and key to valuation 
I’ll begin with this contrast: If your business is purely transactional, if you have no ongoing relationship to customers, if your product is not constantly learning and improving from interactions, then this should be a warning sign. It's because your customers only present a single value-in-time (the moment of purchase) and that’s all. Worse, you'll eventually lose to a competitor and/or be disrupted by someone evolving faster than you.

Many in the financial industry believe that ongoing customer interactions and data have very *real* value. Consider the simplistic example of valuing a company for its customer list and their purchase history, not just for its existing cash flow. (A very good paper by Glue Reply is on models of valuation of data as an asset) Or, consider valuing a company for its customer database, not just for hardware sales… a great recent example is Google’s acquisition of Fitbit. Per Motley Fool, “...there's a lot of data in there, of course. Fitbit collects all this health data. They've been building this digital health platform, much like Apple. Both Fitbit and Apple want to help users be able to manage their health data on this platform". At the acquisition price of $2.1 billion, this represented a valuation of approximately $75/customer.... a bargain if you think about the follow-on products/services Google may be able to offer in the near future. 

I recommend both product marketing and product development need to re-think what information the company can (or should) consider collecting, using, and ultimately monetizing in the form of a continuously improving product/service... and one that can generate recurring revenue while doing so.

Where Product Marketing and Product Management might begin:

In some cases it might be obvious what information you could collect to begin to build an accretive “flywheel”. If not, I suggest bringing engineering, product management, customer success leaders, and product marketing together - for a facilitated brainstorm. 

Ideally you want to answer this: “If we just knew ____, we’d provide incredible new value and insight for our customers.'' Consider dwelling on questions such as...

  1. How could we create a better customer “network effect”?
  2. What types of benchmark customer data sets could we develop, offer, and use?
  3. If we had it, what external data would we tap into? (Or, could we partner with others to develop it?)
  4. Do our customers want to compare themselves to others? What questions do *they* ask that we could help answer?
  5. What customer information do we already have that other business (even unrelated) want? how could we monetize it?
  6. What continuously updated product feature or data would keep customers returning to use our product/service?
  7. Could we apply AI/ML to detect customer use patterns for higher-value offerings?
  8. During your session, it’s important to think outside your current business model, and even outside your current product category. Remember - you’re trying to pursue a potentially disruptive approach to an otherwise traditional product. It might lead you in some exciting directions.
Finally, you'll probably want to build a customer “data lake” (as I see it often referred to) a unique, highly-valuable collection of customer interactions, intentions and experiences. And, if used wisely, it’s what will make your product/service more competitive and sustainable. It could include customer use of your product, their interactions on your web properties, their profiles they (opt-in to) provide to you, and even related public-domain data. But choosing what data to capture is key...

A few examples to get you thinking (real and invented)
  • A software security vendor - builds a database of past attack vectors across all of its customers, including a list of previously compromised login credentials. In turn, the security software provides customers with increasingly faster, more complete responses to security threats and attacks. 
  • A network monitoring vendor - builds a customer database of network performance benchmarks and typical precursors to failures across various technical environments and architectures. It then constantly provides better predictive alerts to potential failures rather than waiting to react to existing failures.
  • A vape pen provider - through its interactive app, assembles a database of feedback to/from customers about satisfaction ratings of oils, oil vendors, and optimal devices and temperature settings for each. It also correlates age and sex of users to preferred oils, to make suggestions for future use and purchases.
  • Automobiles - Unlike traditional insurance vendors, Tesla can assemble a database of driving habits of individual drivers to create custom risk profiles allowing the company to often offer less-expensive automobile insurance than a typical broad-based actuarial tables would otherwise permit.
  • Entertainment/content providers - Netflix, Amazon, and others constantly monitor viewing and purchasing habits and demographics to recommend additional products as well as follow-on entertainment suggestions for constant up-sell opportunities.
  • Excercycles - Peloton has famously created a subscription service for its exercise hardware that gathers and constantly updates a database of user data and demographics, matches individuals for competitions, tracks improvement, and creates custom workouts.
  • Custom Sports Helmet Vendor - a custom 3D-printed sports helmet manufacturer provides a database of customer-submitted custom designs and improvements, as well as user ages and sports levels - proactively recommending new/upgraded helmets for growing and advancing athletes.
I’d love to hear how some of you have pursued a “data flywheel” approach to your product or service - and I’m sure other readers would too.

For More Inspiration…. 
Thanks for reading! 




Wednesday, November 20, 2019

Improving Your Product Marketing Alignment

Product Marketing is a highly-networked function with multiple internal touchpoints that need to be actively developed and curated

In the tech/software world, I’m often asked how best to scale the Product Marketing function and how to make it a highly performing function in a growing organization. Really great product marketers are masters of understanding the problems their products solve, positioning those products, identifying ideal buyers and personas, and knowing the overall market. But that’s only where their work begins...