We keep getting good feedback from teams applying product management to internal platforms. One key feature to remember, though: It's not just about team structure or renaming existing platform teams; it’s also about applying product-centric working practices within the team. Specifically, we've received feedback that teams face challenges with this technique unless they have a product-centric mindset. This likely means additional roles, such as a product manager, alongside changes to other areas, such as requirements gathering and the measurement of success. Working this way means establishing empathy with internal consumers (the development teams) and collaborating with them on the design. Platform product managers create roadmaps and ensure the platform delivers value to the business and enhances the developer experience. We continue to see this technique as key to building internal platforms to roll out new digital solutions quickly and efficiently.
More and more companies are building internal platforms to roll out new digital solutions quickly and efficiently. Companies that succeed with this strategy are applying product management to internal platforms. This means establishing empathy with internal consumers (the development teams) and collaborating with them on the design. Platform product managers create roadmaps and ensure the platform delivers value to the business and enhances the developer experience. Unfortunately, we're also seeing less successful approaches, where teams create a platform in the void, based on unverified assumptions and without internal customers. These platforms, often despite aggressive internal tactics, end up being underutilized and a drain on the organization's delivery capability. As usual, good product management is all about building products that consumers love.
We've seen a steep increase in interest in the topic of digital platforms over the past 12 months. Companies looking to roll out new digital solutions quickly and efficiently are building internal platforms, which offer teams self-service access to the business APIs, tools, knowledge and support necessary to build and operate their own solutions. We find that these platforms are most effective when they're given the same respect as an external product offering. Applying product management to internal platforms means establishing empathy with internal consumers (read: developers) and collaborating with them on the design. Platform product managers establish roadmaps and ensure the platform delivers value to the business and enhances the developer experience. Some owners even create a brand identity for the internal platform and use that to market the benefits to their colleagues. Platform product managers look after the quality of the platform, gather usage metrics, and continuously improve it over time. Treating the platform as a product helps to create a thriving ecosystem and avoids the pitfall of building yet another stagnant, underutilized service-oriented architecture.
We've seen a steep increase in interest in the topic of digital platforms over the past 12 months. Companies looking to roll out new digital solutions quickly and efficiently are building internal platforms, which offer teams self-service access to the business APIs, tools, knowledge and support necessary to build and operate their own solutions. We find that these platforms are most effective when they're given the same respect as an external product offering. Applying product management to internal platforms means establishing empathy with internal consumers (read: developers) and collaborating with them on the design. Platform product managers establish roadmaps and ensure the platform delivers value to the business and enhances the developer experience. Some owners even create a brand identity for the internal platform and use that to market the benefits to their colleagues. Platform product managers look after the quality of the platform, gather usage metrics, and continuously improve it over time. Treating the platform as a product helps to create a thriving ecosystem and avoids the pitfall of building yet another stagnant, underutilized service-oriented architecture.
