In an attempt to summarize our collective accomplishments over the past 12 months, I decided to create a simple, 1-page chart that communicates the product advancements and highlights remaining product opportunities.

The Product Decision: Use the familiar customer process as a backdrop for reporting finer-grained enhancements across the entire product suite.

In a week that seemed to bring every form of product choice a PM can encounter, I decided to exhibit strong product leadership on every front.

The Product Decision: Use each and every opportunity to demonstrate solid product governance.

To do my part in helping promote the company with external stakeholders, I decided to tune up my product presentation to deliver a compelling blueprint for the future.

The Product Decision: Prepare and pitch a more strategic product roadmap that could accommodate a broader range of business conversations.

Over the past weeks, I had lost touch with my colleagues in Marketing, so I decided to take advantage of some mutual schedule alignment and catch up with our Product Marketing Manager.

The Product Decision: Regroup with my counterpart in Product Marketing to get our collective and connected plans in order.

In taking over as the Head of Products in an organization that had lost a great deal of its momentum, I determined that I desperately needed to rebuild trust in the product development function that is so crucial to the productivity of the teams and to the success of the business.

The Product Decision: Consistently make good on authentic product promises by delivering more regularly and more reliably.

In recognizing that our pre-deployment testing had raised unexpected alarms with some customers and our own Support staff, I decided to straighten out the mess by creating a better feature migration path.

The Product Decision: Instead of forcing a more immediate upgrade on our users, I would stretch out the feature deprecation period and give customers more time and more autonomy to make the transition.

After disappointing results from my previous attempts to stall the momentum building around this "must-have" component, I decided it was time to break out the heavy artillery.

The Product Decision: Use Cagan's Opportunity Assessment to approach this product decision with more rigor and less bias.

After yet another desperate claim from an exasperated Sales team that we were losing deals because of presumed product gaps, I decided that I needed hear it first hand from the customers.

The Product Decision: Schedule discussions with the lost prospects to learn more about their exact decision criteria.

As we approached the half-year mark, I recognized that I needed to regroup with my internal stakeholders to make adjustments around what we would be delivering for the second half of the year.

The Product Decision: Organize and facilitate a product strategy summit with all the department leaders to revisit and rebalance priorities.

In recognizing that a few, excitable executives were intent on charging ahead with plans to build an "answer" to a competitor's product, I stepped in to introduce some rational thought.

The Product Decision: Get the Exec team to back off their urgent new product ploy.

After recognizing that our development team would remain inundated with far too many product requests, I decided to examine our entire collection of products with an eye toward slowing or reversing ongoing product investments.

The Product Decision: Create a model for evaluating current and future product portfolio decisions.

In preparing to present the new Product Roadmap to the Board of Directors, I decided to employ a popular investment framework to organize our product decisions. 

The Product Decision: Use the 3 Horizons Model to present the Product Roadmap to the Board.

After inheriting a weathered product roadmap whose years of wear and tear had been the source of chronic problems for our company, I decided to fortify its very foundation.

The Product Decision: Repair the roadmap infrastructure.

To increase the chances that the new Product Roadmap (and my first at this company) would win favor throughout the company, I decided to conduct a campaign to build early support for the Roadmap itself.

The Product Decision: Conduct a phased campaign to build early support for your new Product Roadmap before unveiling it to the masses.