Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Change Management for Product Managers

Presentation of some core concepts in change management, held during Product Tank, March 2017 in Bucharest, Romania.

Managing change is a core capability of product managers, as the product team has to navigate through lots of changes: market, tech, organizational, strategy, team etc.

For any further questions, reach out @bulent_duagi.

  • Login to see the comments

  • Be the first to like this

Change Management for Product Managers

  1. 1. CHANGE MANAGEMENT F O R P R O D U C T M A N A G E R S Product Tank, Bucharest 2017
  2. 2. "CHANGELOG" E N T R E P R E N E U R S H I P  H R B U S I N E S S P A R T N E R I N G Adobe Romania Vodafone Romania Management training: Heineken, Oracle, Orange P R O D U C T M A N A G E M E N T Bitdefender Consulting: Adobe Kickbox program graduate Mentor: MVP Academy, Innovation Labs, Startup Weekend, Startarium, Carbon, UA Incubator C O M M U N I T Y I N V O L V E M E N T Product Mng: Product Tank Marketing: IAA YP HR: Young HR Pros / HR Hub Urban planning: Cities 2.0
  3. 3. CHANGE STORIES Adobe: salary increases in 2012 Adobe: redistributing 40+ employees with 0% attrition Adobe: implementing input from Pulse surveys Vodafone: merging two departaments Vodafone: eliminating forced performance ranking Bitdefender: updating the 2015 roadmap Bitdefender: introducing the "Design Sprint", constant user research, customer journey mapping Bitdefender: preparing for multi-platform from B2C to B2B from training to consulting responding fast to new market needs (DevOps)
  4. 4. T = (C + R + P) / SI Trust Credibility Reliability Personal connection Self-interest T R U S T E Q U A T I O N
  5. 5. Stakeholder Analysis  Stakeholder Stakeholder 1 Stakeholder 2 Stakeholder 3 Stakeholder 4 Stakeholder 5 Stakeholder 6 StronglyAgainst Moderately Against Neutral Moderately Supportive Strongly Supportive Reason Action plan X X X X X X O O O O O O
  6. 6. T R A V E L F A S T . C O 10 20 30 40 Innovators Early Adopters Early M ajority Late M ajority Laggards 0 A D O P T I O N C U R V E
  7. 7. 3. Trial / consideration 2. Interest 1. Awareness 4 . D E C I S I O N 5. ADOPTION
  8. 8. D E S I R A B I L I T Y P R A C T I C A L I T YD I S S A T I S F A C T I O N D x D x P > R C H A N G E E Q U A T I O N R E S I S T A N C E T O C H A N G E
  9. 9. A D V A N C E D P E R S O N A L I T Y A S S E S S M E N T For adapting the message better for each stakeholder. Examples: MBTI, SDI, Emergenetics  K O T T E R ' S 8 S T E P S 1. Create urgency 2. Form a powerful coalition 3. Create a vision for change 4. Communicate the vision 5. Remove obstacles 6. Create short-term wins 7. Build on the change 8. Anchor the changes in culture I N F L U E N C E M A P Who influences who? How strong is the influence of each node in the stakeholder graph? C H A N G I N G H A B I T S Individual level Team level Organizational level Resource: The Power of Habit, Charles Duhigg 
  10. 10. T H A N K Y O U @ B U L E N T _ D U A G I