The Pragmatic Marketer: Volume 6 Issue 2

By Pragmatic Institute October 28, 2009

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In this issue:

  • To Startup or Not to Startup?
    To a big-company product manager, working for a startup can look like a dream. Having a huge impact on the company's success or failure - coupled with the rush that comes from knowing that your ability to listen to the market guided the company to new heights - can make the red tape of a large company look boring and stodgy. Here are some pros and cons to consider before moving to a start-up.
  • The New Leader Development Dilemma and How to Fix It
    Why not promote our best and brightest to lead? After all, these individuals proved themselves as individual contributors, managing projects or products, or serving customers. Their high level of performance in the past bodes well for their potential as a manager. Or does it?
  • Utilizing Co-Design to Create Market-Driven Products
    Designers are not typically users of a product, yet they often engineer a product with little or no end user involvement and without understanding in advance how it will be received by the targeted audience. It's a risky proposition. To design a successful product, you must figure out who is going to use it and understand what problem it is solving. But let's take it one step further...for maximum success, products should be co-designed by the intended audience.
Pragmatic Institute

Pragmatic Institute

Pragmatic Institute (formerly Pragmatic Marketing) has continuously delivered thought leadership in technology product management and marketing since it was founded in 1993. Today, we provide training and present at industry events around the world, conduct the industry’s largest annual survey and produce respected publications that are read by more than 100,000 product management and marketing professionals. Our thought-leadership portfolio includes the Pragmatic  Framework, eBooks, blogs, webinars, podcasts, newsletters, The Pragmatic magazine and the bestseller “Tuned In.”


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