Product Management Confabulation

Have you ever been in this position as a Product Manager? Someone asks for a “Product Management report” and suddenly you’re staring at a blank document, not sure what they’re expecting and what to include. It’s a frustrating feeling. As a PM, you’re tracking and measuring data all the time, looking for ways to continuously improve your product. It’s one of your key Product Manager tasks. But when asked for information as a report, suddenly things get tricky.

Internal stakeholders can be curious creatures. They want to know how your product is doing and how those stats impact the work they do. But too often, these Product Management reports leave everyone feeling flustered.

For PMs, creating a static report can feel downright alien. In a world of real-time dashboards, dynamic roadmaps, and metrics that shift daily, distilling it all into a fixed document feels clunky and outdated. On the other hand, stakeholders can find themselves drowning in a sea of stats, unsure how to interpret them, let alone act on them.

There has to be a better way to create Product Management reports that work for everyone involved. Spoiler alert: there is, and we’re going to tell you how.

Next time someone demands a Product Management report on their desk by EOD, you’ll know exactly how to deliver something impactful, actionable, and maybe even enjoyable. Let’s dive in.

What is a Product Management report? 

Let’s clear something up right away: there’s no such thing as a “Product Management report.” Unlike a Product Requirements Document or a User Journey Map, there’s no standardized format or checklist for what this document should include. That’s exactly what makes it such a head-scratcher when a stakeholder requests one. What are they really asking for?

The truth is, a “Product Management report” is often shorthand for “Give me an update on what is happening in Product, what decisions are being made, and what success we are seeing as a result.” Without clear expectations, it’s easy to feel stuck, unsure of whether to include granular data, high-level strategy, or a mix of both.

Here’s the key: understanding what your stakeholders are really asking for is half the battle. Is your stakeholder looking for insights on your roadmap? Metrics on user adoption rate? A summary of feature releases? Clarifying their goals upfront will save you from creating a report that misses the mark – or worse, overwhelms them with irrelevant details.

This lack of a defined structure can be terrifying, as there’s no universal way to do things to measure your report against. But, if you want to get philosophical about things, this can also be freeing. As a Product Manager, you’re able to make your Product Management report just how you want to, and choose to include what you think is important and relevant for whoever the Product Management report is for.

At the end of the day, your stakeholder is just looking for a window into your product progress. Most of the time, you don’t even need to make a report to do that. In fact, some existing forms of product documentation that you’ll have might already serve as a “report” depending on the context. For example:

• Roadmaps provide a forward-looking view of priorities and progress.
• Release notes summarize what’s been delivered and the impact of recent changes.
• Product performance dashboards offer up-to-date metrics and KPIs.
• Customer feedback analysis reveals trends and insights driving your decisions.

When a stakeholder asks for a report, they might just need a tailored version of one of these, presented in a way that aligns with their specific needs.

By understanding their intent and leveraging existing documentation, you’ll be better equipped to deliver a Product Management report that hits the right notes.

Who is a Product Management report for? 

Anyone in your organization could one day come up to you and ask for a Product Management report. These documents can serve a wide range of stakeholders, each with their own priorities and interests. Here’s a look at who might benefit from a report and what they’re looking for:

• Executives (CEOs, CTOs, CFOs): High-level insights into how the product aligns with business goals, financial performance, and strategic initiatives.
• Sales Teams: Key information on upcoming features, value propositions, and competitive advantages to help close deals.
• Marketing Teams: Insights into product launches, customer personas, and feature adoption to shape campaigns and messaging.
• Customer Success Teams: Updates on user feedback, churn trends, and features that solve pain points for their accounts.
• Development Teams: Progress updates on the roadmap, blockers, and upcoming priorities to align their work with product goals.

Knowing who you’re reporting to is crucial for sharing a report that’s useful and engaging. Each stakeholder group will have a unique perspective and set of priorities, so a one-size-fits-all approach simply won’t cut it.

For example, executives care about the bottom line. They want to see metrics like ARR (Annual Recurring Revenue), market penetration, and strategic KPIs. Keep it concise, and tie the data back to company goals.

Sales Teams are looking for ammunition to win deals. They need clear, actionable insights into upcoming features, use cases, and competitor differentiation. Focus on what helps them sell.

Customer Success Teams thrive on customer-centric data. They want to know about churn trends, customer satisfaction scores, and which features are delighting users. Highlight the human side of your metrics.

Think of your role as a Product Manager as part translator, part diplomat. You’re not just sharing numbers; you’re presenting them in a way that resonates with the person reading the report. This skill is key when managing stakeholders.

How do I customize my Product Management reports?

You want what you’re reporting to match the people who you’re creating them for. Here are a few key things to think about when putting one together to make sure it’s right for them.

1. Ask what they need upfront: Clarify their goals for the report before you start creating it.
2. Filter the noise: Include only the data or insights that matter to your audience; don’t overwhelm them with unnecessary details.
3. Use their metrics: Speak in terms they understand. Financial stakeholders care about profit and loss; sales teams care about conversions.
4. Highlight their impact: Tie the product’s success to the stakeholder’s role. For example, show Customer Success how new features reduce churn, or demonstrate how marketing campaigns drove user adoption.
5. Keep it accessible: Use visuals like graphs or charts and write in plain language to ensure clarity across diverse audiences.

Do I need to create a Product Management report? 

We think reporting the progress on your product is super important, but we don’t think you need to spend time creating a static document every time you’re asked for one. That just creates more work for you.

Instead, the next time you’re asked for a Product Management ‘report’, it’s best to direct them to a dynamic view of your Product Management tool. If it’s anything like ProdPad, they’ll be able to see a customized view that shares things like your OKRs, the timing of each initiative, linked customer feedback, and the workflow stage for each idea. All things your stakeholders would want to see in a traditional report.

Reporting on your progress and letting the wider organization beyond your Product Team know how things are ticking along boosts alignment and helps improve things in multiple ways.

It’s always worth exploring the existing, in-built reports that your product tools already include. You don’t want to be doubling up and doing unnecessary work. So be sure to familiarize yourself with the reporting tools at your disposal. For example, ProdPad has a robust suite of ready-made reports ready for you to export and share. Check out our reporting features below:

Benefits of Product Management reporting

No matter if you’re crafting a new report or sharing insights from your Product Management tool, sharing reports about your product has a whole host of benefits. Let’s break down the reasons why every Product Manager should make reporting part of their routine:

Keeps stakeholders aligned

Product Teams work with a wide range of people, each with different priorities and expectations. A Product Management report consolidates information in one place, ensuring that absolutely everyone has a shared understanding of the product’s current state and future direction. This alignment minimizes miscommunication and keeps everyone focused on the same product vision and goals.

Showcases progress and achievements

If things are going well, you should shout about them. A well-crafted report is a platform to celebrate wins. Whether it’s delivering a key feature, meeting a critical milestone, or improving upon your North Star metric, the report highlights your team’s contributions to the product’s success. This not only boosts morale but also reinforces the value of the product team to the organization.

Facilitates data-driven decision-making

By presenting clear metrics and trends, a Product Management report provides the foundation for informed decision-making. Stakeholders can see what’s working, what isn’t, and where adjustments are needed. This clarity ensures that decisions are based on evidence rather than guesswork. This is a core foundation of data-driven Product Management.

Identifies challenges early

Listen, not everything about your product is going to be doing well all the time. If it was, you’d be a billionaire. Every product has its hurdles, from technical blockers to shifting market demands. Regular reporting helps surface these challenges early, giving teams time to adapt and implement a pivot strategy to mitigate risks. Including a dedicated section for risks and issues ensures they are acknowledged and addressed proactively.

Secures buy-in for new initiatives

Want to pitch a new feature, increase the budget, or justify additional resources? Providing a report gives the evidence you need to make your case. Highlighting trends, customer feedback, and business impact helps stakeholders see the rationale behind your recommendations, and can help convince them. A good Product Management report can be a tool to help you get what you want.

Supports continuous improvement

By consistently reflecting on what’s been achieved and what can be improved, the report drives a culture of continuous improvement. It encourages teams to learn from successes and failures, ensuring the product evolves in a way that delivers maximum value.

How often should you give a Product Management report?

How frequently you report to stakeholders largely depends on your organization’s product velocity and the needs of your stakeholders. While situational triggers like major releases, strategic reviews, or quarterly business updates often warrant a dedicated report, it’s better to build a regular habit of sharing product insights rather than waiting for someone to ask.

Weekly or biweekly updates can align with sprint cycles, offering stakeholders a snapshot of short-term progress. Monthly or quarterly reports work better for high-level updates, tying product developments to broader business goals.

However, don’t limit yourself to formal reports. Providing regular visibility into your dashboards, roadmaps, or other dynamic tools can be just as effective in keeping everyone on the same page. This proactive approach helps stakeholders see the progress and impact of your product in real-time, reducing the risk of last-minute requests for detailed reports.

This is something you can easily do within ProdPad. You can share Roadmaps, Ideas, and Initiatives across your entire organization, letting everyone contribute to bolster collaboration and alignment. See what else you can share in ProdPad – give us a go for free.

By consistently sharing insights – whether through reports or accessible tools – you create a culture of transparency and ensure that your product’s story is always being told. Remember, waiting until you need a report to fill people in only increases confusion and diminishes trust. Instead, make regular reporting an integral part of your Product Management workflow.

What should be in a Product Management report? 

As we’ve already mentioned, there’s no one-size-fits-all for a Product Management report, and you shouldn’t really be making a static document anyway. That said, when creating views and sharing your roadmap with stakeholders, there are a few things you’ll want to include.

These are the common elements that can provide valuable insights to your stakeholders. While it’s up to you to tailor your report to their needs, here are some key areas that should typically make an appearance:

• Progress against OKRs
  Track how the product aligns with broader business goals to show whether you’re on track to meet high-level objectives. This helps executives and investors understand the product’s contribution to company success.
  
• Roadmap status
  Provide an update on what’s on track, what’s delayed, and what’s upcoming in the product roadmap. This helps teams like marketing and sales plan their campaigns and set expectations.
  
• Roundup of customer feedback
  Summarize insights from user feedback, surveys, or support tickets to highlight customer pain points or areas for improvement. This is critical for Customer Success and Sales teams to understand user sentiment and for product teams to prioritize features.
  
• Competitor analysis
  Compare your product to key competitors to see where you excel and where others may pose a threat. This informs strategic planning, marketing, and sales, helping to refine product positioning and go-to-market strategies.
  
• Churn Rates
  Report on the percentage of customers leaving over a specific period. The customer churn metric is crucial for Customer Success teams to identify issues and for executives to understand product retention and areas for improvement.
  
• A Changelog
  Highlight recent product updates, new features, or bug fixes. Keeping teams informed on changes helps them stay up to date, particularly Sales, Marketing, and Customer Support, who need to know about new releases and updates.
  
• Product performance metrics
  Include metrics such as usage data, adoption rates, and retention to evaluate how well the product is meeting its goals. This helps Product Managers and executives assess the product’s success and areas needing attention. Unsure what to focus on? Download our ebook for the complete list of the product metrics that matter.

Remember, the specific content of your report should always be driven by the needs of your stakeholders. For example, while OKRs and roadmap status might be critical for executives, customer feedback and churn rates might matter more to Customer Success teams. By considering your audience and what they care about most, you can create a report that delivers real value, rather than just a collection of data points.

What should I avoid when writing a Product Management report? 

When reporting on your product, the main thing you should avoid is creating a huge, static, one-off document that’s going to be outdated the second you send it to your stakeholders.

Creating these separate documents keeps your stakeholders at arm’s length, making them feel separated from your product. Instead, you should aim to invite them in and give them view access to your roadmap and centralized Product Management tool, so that they can benefit from consistent transparency.

Instead of giving them an occasional, often overwhelming burst of information, by reporting on your product through a roadmap, you can constantly share with them what they need to know, allowing stakeholders to self-serve themselves and gather information as and when they need it. By providing this window, you allow them into your product decision-making process.

Depending on who’s asking for a report, you should set up customized roadmap views that include the right level of detail for each type of stakeholder. If you’re setting up reports in ProdPad, your stakeholders can see a bunch of juicy stuff, like: 

• The problems you are trying to solve for customers and the business
• The product Objectives and Key Results you are trying to achieve with each Initiative
• The timing of each Initiative
• The individual ideas within each Initiative
• The workflow stage for each Idea
• The linked customer feedback for each Idea
• The target outcomes you hope to achieve
• All the completed initiatives along with their actual outcomes

Of course, whether you’re creating static reports or sharing information on a dynamic Product Management tool, there are a few other important things you should avoid. Try not to make these silly mistakes, as they can make your reports more confusing, something you really don’t want.

Overloading the report with data without context

Raw data can overwhelm stakeholders if not interpreted properly. Numbers like monthly active users or churn rates need context to show their real impact on the product. Focus on the “so what” behind the data and use visuals to make the insights clearer.

Not tailoring the report for the audience

Different stakeholders care about different aspects. Executives want business impact, while developers focus on technical progress. Customize sections for each audience, highlighting what matters most to them.

Making the report too long or too short

Too much detail can overwhelm, while too little can leave stakeholders in the dark. Be concise and focused on key insights. Organize the content to be easily skimmed, using headings and bullet points.

Ignoring design and readability

A poorly designed report can make even the most valuable information hard to digest. Use a clean, professional layout with plenty of white space and visuals like charts or graphs to break up the text.

Neglecting regular updates

Infrequent reports can lead to misalignment and confusion about the product’s progress. Set a consistent reporting cadence that matches your organization’s needs.

Overlooking challenges or risks

Focusing only on successes can make the report feel incomplete or misleading. Acknowledge challenges and risks, and suggest solutions or mitigation strategies. Transparency builds trust and encourages collaboration.

Sharing Product Management reports the right way 

While traditional, static reports have their place, they’re becoming somewhat outdated – especially when a stakeholder simply needs a snapshot of your product’s progress. The good news is that you don’t have to spend your time generating a new report every time someone asks for an update. Instead, consider using a dynamic Product Management tool like ProdPad that allows for continuous visibility into your product’s evolution.

With tools like ProdPad, you can provide stakeholders with real-time access to your product roadmap, customer feedback, and key metrics. This means they can stay updated at any time, without waiting for a formal report. Not only does this save you time, but it also ensures that the information they receive is always up-to-date and relevant. This kind of transparency fosters better collaboration, enabling teams to make decisions faster and with more confidence.

By centralizing all product-related information in one accessible location, you also avoid the risk of outdated or inconsistent data creeping into your reports. Stakeholders are always looking at the most current state of the product, which makes the entire process smoother and more efficient.

While Product Management reports are still useful, moving towards continuous reporting via a centralized tool like ProdPad offers a more dynamic and streamlined approach. This shift from static reports to live, accessible data isn’t just more efficient – it’s the future of how product progress should be communicated.

Try it out in our pre-loaded Sandbox to see how it all works.

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