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In this issue:

• Pragmatic Marketing’s 2007 Annual Product Management and Marketing Survey
  Each year Pragmatic Marketing conducts a survey of product managers and marketing professionals. Where do you stand with the national averages?

• Lead on Purpose: How Product Managers Lead Teams to Success
  There is pressure on the product manager to inspire others to do great work—even though he or she cannot hold others accountable. As a result, product managers must be persuasive, flexible, persistent, and optimistic; they must lead on purpose.
  

• What are Patents?
  For technology product managers, just about any new product or feature is patentable: hardware, software, business methods, etc. Every new feature and product you create should be examined for patentability. Here is a quick overview about the rules, kinds and restrictions of patents.
• Patents and the Product Manager
  Patents are not just for the engineers or legal department. While engineers are an important source of innovation and legal departments must be involved in the patent process, product managers are uniquely situated both to create new patentable inventions and guide the company to inventions worth patenting.
• Agile Market Requirements
  Successful product teams are agile, combining collaboration with small iterations. The key to any agile team is building products that people want to buy. To do that, an agile team needs a messenger for the market, a product manager who thoroughly understands the problems facing today’s customers.
• Problem Solving: It’s All About Smart(er) Questions
  The answer isn’t always in the solution—it’s in the questions. Smart questions define problems well and lead to a clear vision of the issues involved.