How can you align stakeholders across different product contexts and markets?

Defining a clear product vision and strategy is fundamental—it acts as the North Star for the entire team. It articulates not just the “what” and the “why,” but also the “how” and “when.” Tools like vision statements and lean canvases crystallize this vision, aligning stakeholders and guiding the product lifecycle towards delivering real value to both the business and the customers.

When approaching a fresh product without a well-defined product vision and strategy 🧭, I've discovered several effective workshop methods that help me: 1️⃣ Product Vision Canvas Workshop This is instrumental in grasping various viewpoints and forming a unified vision with stakeholders. You can use Product Vision Canvas/Board from Roman Pichler. 2️⃣ Business Model Workshop: Utilizing tools like the Business Model Canvas, Value Proposition Canvas or Lean Canvas, I collaborate with stakeholders to outline the overarching business model. 3️⃣ Opportunity Solution Tree The OST is beneficial for identifying and understanding the list of the most critical current opportunities, which are the basis for the product strategy.

Stakeholder alignment is a fundamental part of successful product management. A well-defined product vision and strategy serve as the north star for the team and stakeholders, ensuring everyone is on the same page. Using tools like vision statements, value propositions, and roadmaps is essential for clear communication and buy-in. OKRs and lean canvases can further refine and track progress towards your product goals. It's about creating a shared understanding and commitment to the product's purpose and direction.

A 2x2 stakeholder (power vs. interest) map is a PM superpower. Here are 4 tips to engage stakeholders effectively: 1️⃣ Build trust with high-power, high-interest folks first. Prioritize face-time. 2️⃣ Sway resistors by getting buy-in from equals first. 3️⃣ Communicate early and often. People need time. 4️⃣ Give each stakeholder the correct info dose per interest level. An insightful map enables targeted outreach. But don't spread yourself thin engaging everyone.

A Raci is key. It defines who needs to know what and also who has input especially in a large team when agreement can be complex. Don't be afraid to highlight and refer back to it. It's a tool to assist not burden decisions.

I frequently use a simple 2x2 matrix called the IMPACT vs. INTEREST. This tool helps me put stakeholders into four groups based on how much they care about the project and how much it affects them. 👉 For those who are VERY interested and have HIGH IMPACT - I talk to them a lot, giving frequent and detailed updates, and work closely with them.. 👉 For those with LITTLE INTEREST, I opt for asynchronous communication - I communicate less often and keep the messages short.

Keep in mind that stakeholder interactions tend to be much more productive when you're syncing with them informally in one-on-one meetings! Too frequently, I see folks leverage "big room meetings" to try to get dozens of stakeholders aligned at the same time. The challenge here is that many stakeholders aren't willing to speak up in the presence of other stakeholders. I speak from personal experience: a 30-minute focused one-on-one session every 3 months enables you to drive way more impact than a weekly 2-hour meeting with 10 different stakeholders. And, it takes a lot less time, too!

Actively engaging and interacting with all the teams is essential. One, to build good relationships, and other, to ensure that everyone is on the same page. Though 'focus time' is precious for all the individual contributors, frequent collaborative sessions are non-negotiable too!

Being a Product Manager, you need to have lot of Patience & empathy, as you need to deal with lot of stakeholders & you will most of time be not on your own chair rather than switching & sitting with different folks most of time. Where sometime, you will hear a lot of anger, aggression , sad faces & even pain- But just be transparent with the people, tell them the Problem, show them the bigger Picture, then focus on the solution & Let them also feel that they are part of it, instead of just assigning them tasks.

If it’s internal stakeholders, define everyone’s OKRs. Throw everyone’s OKRs on a dashboard. Every time you make a decision, have a think on how said decision will affect all OKRs. Decisions with the least amount of friction to stakeholders are the ones that negatively affect the least amount of other OKRs. Bonus: if a stakeholder does get the short end of the stick, at least they can visually see that this is the best decision for the entire org.

When different people are working on same things, there will always be conflicts whether its for roles & responsibility or for timelines. Some of the conflicts are always always & some cant be solved - as those are just un-necessary things which will always Come but you can make those solve over the period of time, by building Healthy Relationship within the team with the discussion For roles & Responsibilities- OKR Can be used to Solve it.

An open and transparent communication is important; creating a clear channel for stakeholders to voice concerns can facilitate understanding. Customising engagement approaches for varied contexts can also be helpful. Tailoring communication styles and methodologies to suit the specific needs of stakeholders in different markets enhances receptiveness. Implementing collaborative problem-solving mechanisms, such as workshops or forums should enable stakeholders to collectively address conflicts and find common ground. In essence, a combination of communication finesse, context-sensitive strategies, and proactive conflict management can harmonize stakeholder interests across diverse product landscapes.

As a PM you will continuously be zooming-in and zooming-out. Most of the stakeholders you'll work with would be involved in a more 'zoomed-in' view. Thus, when dealing with different stakeholders, it is essential to maintain the 'context'. They'll not be aware about the wider perspective, but they'll be subject matter experts. So, it is always important to keep that in mind while communicating. One really useful tip that I find is the privilege you can get by establishing good rapo and friendship with the teams and getting a taste of different subjects in depth!

To align stakeholders across diverse product contexts and markets, establish a shared narrative (North Star) that connects the dots between the product's features, varying user needs, and business goals. This narrative acts as a common thread, helps stakeholders see the bigger picture and ensures everyone is on the same page. This leads to better decision-making, collaboration, and outcomes.

To align stakeholders across diverse product contexts and markets, establish a clear communication strategy. Develop a shared understanding of overarching goals and highlight how each context contributes. For instance, if expanding a software product internationally, emphasize how localization features benefit both existing and new markets. Regularly update stakeholders on progress and solicit feedback to ensure continuous alignment. This ensures everyone comprehends the broader vision and their specific roles, fostering collaboration and shared success.