Productside Diagnostic Report with Principal Consultant and Trainer Roger Snyder

Introduction and Welcome to Productside Stories

Rina Alexin | 00:00–00:28

Welcome to *Productside Stories*, the podcast where we reveal the real and raw lessons learned from product leaders and thinkers all over the world. I’m your host, **Rina Alexin**, CEO of Productside. Today, we’re diving into one of our most insightful tools — the **Productside Diagnostic Report** — with the person who developed it, **Roger Snyder**.

Roger’s Background and Journey into Product Management

Roger Snyder | 00:55–02:00

Thanks, Rina. I’ve been with Productside for almost eight years and in product management for over 20. My background is in software engineering — I actually transitioned into product management from project management. Once I got into it, I realized it was my passion. Over the years, I’ve led teams, coached leaders, and helped build stronger product organizations through training and consulting.

The Purpose of the Productside Diagnostic Report

Rina Alexin | 02:30–03:16

Roger, you were the person who trained me when I first started at Productside, so it’s clear how much passion you bring to the craft. Let’s talk about the Diagnostic Report. Why do we start our transformation projects with it?

Roger Snyder | 03:16–04:06

Our clients come to us wanting to improve product management but don’t always know where to start. The diagnostic gives us a **data-driven discovery phase** — we assess how the organization operates, its culture, and its supporting functions like sales, marketing, and engineering. This helps us understand what’s working and what needs to improve before we design any solutions.

Understanding the Productside Blueprint

Roger Snyder | 04:06–05:45

We use what we call the **Productside Blueprint** — a framework that examines context, discovery, definition, creation, and delivery. Each stage includes dozens of dimensions, like alignment, stakeholder health, and governance. In total, we evaluate **148 factors** across **22 categories**, which ultimately fall under three themes: **people, process, and tools**.

Why Process and Training Must Work Together

Rina Alexin | 06:18–07:17

That’s what makes this work so powerful — our most successful clients always start with diagnosis. Without understanding context, training alone won’t create lasting change.

Roger Snyder | 07:17–08:09

Exactly. Training builds skills, but if the organization lacks structure, culture, or process alignment, those skills won’t stick. Our diagnostics prove that companies that combine **process improvement with training** see exponentially better results.

Assessing Context: Culture, Values, and Organizational Dynamics

Roger Snyder | 08:09–09:26

Context is critical — it’s the most robust category in our report. We look at market understanding, company culture, and whether teams measure **outputs or outcomes**. If a company celebrates how fast they release features but not whether customers find value, we help them shift that mindset.

Common Issues in Product Management Roles and Responsibilities

Roger Snyder | 10:14–11:43

One of the most common challenges is unclear **roles and responsibilities**. Product managers spend time putting out fires instead of driving strategy. By defining clear boundaries and writing down responsibilities, teams can focus on solving real customer problems and aligning with company goals.

The Discovery Phase: Deep Customer Empathy and Research

Roger Snyder | 13:20–15:20

The discovery phase is about **customer empathy**. We ask: Do PMs have the access, tools, and time to talk to customers? Great product managers constantly gather qualitative and quantitative insights, not just surveys, but real conversations that build understanding.

How Often Should Product Managers Talk to Customers?

Roger Snyder | 16:08–17:29

Ideally, PMs should engage with customers **every month**. For new products, daily interactions are best. Thanks to tools like Zoom, there’s no excuse — constant feedback helps teams validate assumptions and uncover new opportunities early.

Defining the Problem and Forming Solution Hypotheses

Roger Snyder | 18:21–19:39

Once you understand the problem, form a **solution hypothesis**. Too often, teams jump straight to building. Instead, pause, test, and validate your ideas before investing heavily.

The Value of Experimentation and Risk Management

Rina Alexin | 20:24–22:34

Experimentation is about **de-risking decisions**. Failing fast with small tests saves time and money. Avoid confirmation bias — design experiments to **prove yourself wrong** and find the truth early.

Product Management as Truth-Telling and Continuous Learning

Rina Alexin | 23:35–24:51

At Productside, one of our values is **truth-telling** — being brave enough to confront what’s not working. Product managers must validate hypotheses quickly and transparently, using evidence to drive decisions.

The Create Phase: Moving from Waterfall to Nimble Execution

Roger Snyder | 25:14–27:16

Even in the create phase, you should continue experimenting. One client reduced a 10-week process to just four by introducing agile principles and faster prototyping. The goal is **speed with learning**, not just speed.

Deliver Phase: Collaboration with Product Marketing

Roger Snyder | 28:39–29:57

Product marketing should be involved from the beginning, not just at launch. Together, you build positioning, proof points, and customer stories early so that by delivery, you already have data and testimonials ready to go.

Continuous Discovery and Measuring Product Success

Roger Snyder | 30:59–32:18

Delivery is never the end. Once your product is in market, track usage, feedback, and support data. This is **continuous discovery** — learning and iterating even after launch.

Building a Learning Organization

Rina Alexin | 32:18–33:44

The best companies evolve into **learning organizations**, using diagnostics not only to fix issues but to sustain growth. These insights feed into training, content, and services across the business, ensuring constant improvement.

Advice for Product Leaders Looking to Drive Change

Roger Snyder | 33:44–35:28

If you’re a product leader, start by revisiting **roles and responsibilities**. Then explore our **free self-assessment** to identify quick wins. From there, we partner with clients to build tailored improvement journeys — from workshops to embedded consulting.

Closing Thoughts and How to Connect with Roger Snyder

Rina Alexin | 36:20–37:39

Thank you, Roger, for sharing your insights on diagnostics, product leadership, and continuous learning.

Roger Snyder | 37:39–End

Thank you, Rina. Listeners can connect with me on **LinkedIn** — just search **Roger Snyder** — or visit **Productside.com** for resources, blogs, and webinars to continue learning.