Breakthrough! The Secret Product Management Framework

Finally writing down the Secret Product Management Framework was a revelation for me. It put all the activities I do as a product manager into perspective.

This Framework Gives You Product Management Super Powers 1We find and validate market problems for which customers will pay for a solution. We then guide the creation of solutions to the problems. And then we take the solutions to market.

One test of a new framework is how well it explains “previous observations.” In this case, the previous observations are the articles I’ve been posting on the blog. In this article, I tie the older posts to the framework.

Finding market problems

Over the years I’ve written quite a bit about finding and validating market problems. From rules of thumb about the characteristics of good market problems to solve, to a series on how to be “badass” at finding market problems:

Creating and guiding the creation of solutions

Of course, a huge amount of our time and energy is taken up in the “solution” area – writing requirements, prioritizing, agile development, roadmaps, working with developers, and ensuring quality.

Taking the solutions to market

Taking your product to market means finding the people who have the problem you solve, making sure they know you have a solution, and convincing them that your solution is a better option for them than any other way they can spend their money.

The other layers

The core product management activities are finding market problems, creating solutions to the problems, and taking the solutions to market. But those all happen in the context of the organization’s strategy, the skills of the team, the tools the team gets to use (or has to use), and the management of the product management function.

This Framework Gives You Product Management Super Powers 2
The full framework – core and supporting components.


Product management requires skills like writing, technical knowledge, and problem solving.


Of course, the tools we use are critically important. Unfortunately, most of us don’t have that many good choices.

Management and Strategy

I haven’t written much about the management of product management teams, or about strategy (although I mention it in a few posts, including those on prioritization, where it has the most impact on product managers). I’ll put some focus on these areas going forward.

Call To Action

Let me know if you find this categorization useful. And of course, if there’s a topic you want to learn about that I haven’t covered, please let me know.

About the author

Your host and author, Nils Davis, is a long-time product manager, consultant, trainer, and coach. He is the author of The Secret Product Manager Handbook, many blog posts, a series of video trainings on product management, and the occasional grilled pizza.

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