Matt Greenberg

Natalie Rothfels

Build Credibility by Writing a Perfect Executive Summary

Adam Fishman

The Growth Competency Model: Build Stronger Growth Teams

Ely Lerner

Product Strategy is Really About Offense vs. Defense

Doa Jafri

Pivot Theory: Crafting Reverse Interview Questions That Matter

This July, we’re offering our first-ever Summer Cohort where Reforge members can access the frontier knowledge of tech’s best and brightest right at their fingertips — and you can too. Check out the full list of experts today.

Announcing Reforge’s Summer 2022 Executives in Residence (EIRs)

Katherine Ullman

3 Steps Every Leader Needs to Take to Create a Culture of Productive Conflict 

Contributions By Stephanie Kwok, Sachin Rekhi, Elena Verna

What Reforge’s Industry Partners Are Thinking About in 2022

Contributions By Matt Greenberg, Louis Bennett, Jeff Dwyer, Adam Fishman, Doa Jafri, Stephanie Kwok, Patrick Moran, Natalie Rothfels

5 Managing Up Hot Takes From Top Tech Leaders

Vivek Kumar

Un-BELT your consumer problems to create successful infrequent products

Karen Sun

Beyond Individual Growth: How Team Building & Development Can Give You a Competitive Edge

Behzod Sirjani

As more and more companies find success through “customer-centric” strategizing, nearly every product or service now asks about your likelihood to recommend it — usually using the industry-standard metric of a Net Promoter Score (NPS).

Despite becoming the poster child for measuring how customers feel about a product, most companies misuse NPS, either by measuring it incorrectly (often at the wrong time), or using it to measure something it can’t possibly measure.

You’re (Probably) Using NPS Wrong

Over the past two years, COVID-19 has shifted workplace expectations dramatically. Many managers are struggling to translate the strategies they used in-person to remote and hybrid environments, signaling that it might be time to take a step back and rethink our attitudes towards work.

This is especially important when it comes to Gen Z employees. Aged between 10 and 25 years old, Gen Z makes up the majority of the entry-level workforce but has never experienced work pre-pandemic.

This lack of anchoring, along with major generational shifts, means that Gen Z is primed to bring radical change to workplace expectations. But only if you can keep them motivated and engaged.

In this article, we will dissect Gen Z attitudes while discussing the top 3 strategies to motivate, develop and retain the next generation of talent.

Managing Gen Z Knowledge Workers: An Early Playbook

The Rubber Band Theory: Navigating Organizational Conflict

Erika Warren

Great PMs are always on the lookout for ways to create and capitalize on new points of leverage.

In other words — they work smarter, not harder.

In a product-led organization, one huge point of leverage PMs can cash in on is a deep understanding of your customers’ problems. Yet having your finger on the pulse can also be very time consuming.

Fortunately, many organizations are sitting on a gold mine of customer insights — a group of coworkers that are fully immersed in the customer experience: customer service.

Product and customer teams are traditionally not well-integrated, though. But they could be.

3 Ways Product and Customer Service Can Work Together to Unlock Powerful Insights

Phil Carter

nternational expansion doesn’t happen overnight. It’s the result of intentional investment in the right areas, at the right times.

Successful strategy starts with understanding the Pillars of International Growth: establishing strong product/culture fit, ensuring customer accessibility, and investing in universal currencies to help your company grow across international borders.

In order to establish those pillars for your business, you’ll need to build a dynamic international growth model. Your growth model will allow your company to compare performance of its core growth loops across regions and countries as a basis for developing market-specific international growth playbooks.

The final step is the topic of this post: how to build an international growth team capable of executing against the company’s international growth strategy and market-specific playbooks.

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