This document discusses lessons that can be learned from startups. It notes that startups have new ways of working including new problems, new paradigms, new facts, and new language. It also discusses how automation is changing both the "front of the house" customer facing parts of businesses as well as "back of the house" internal operations. The document proposes an "Adaptive Design Manifesto" with principles like using agile methods throughout the business, focusing on platforms rather than individual products, taking data-driven and adaptive approaches over strict planning and predictions. It advocates focusing on customer journeys, flows and persuasion rather than just usability and workflows.
The document summarizes the Toronto Product Management Association (TPMA) newsletter. It discusses the successful 2013 mentoring program between TPMA members and announces plans to continue the program in 2014. It highlights the benefits mentors and mentees gained from the program and encourages others to sign up for the 2014 program.
This document discusses data driven design with big data. It begins by stating that the presentation will cover data driven design with a big data slant but not technical debates. It then discusses how big data can provide storage, analytics, and access to data. However, it notes big data is still new and complex to manage and needs to integrate with existing systems. It provides an example of how data helped the Oakland A's win games. The rest of the document discusses best practices like not boiling the ocean, making data part of the design process, prioritizing data quality, and driving a data culture. It concludes by listing some open source big data resources.
Competitive Intelligence is critical to any company striving to make their product deliver the value customers expect. As a Product Manager, you want to keep a holistic view of both your client’s opinion, desire and thoughts on new development, combined with a perspective on what your competition will be up to next. After all, the competition has smart Product Managers who may have discovered an important service or product angle those customers are going to want.
With social media in a mature phase, can’t you just rely on Twitter Feeds, news aggregators, and information from the odd LinkedIn Group? Is that enough? What else should you be doing to stay ahead of you competitors?
Join our guest speaker, Zena Applebaum, of Bennet Jones LLP, for a practical discussion about where to look for competitive intelligence (ethically), how to collect it, the questions you should be asking, who to ask, and how best to use the intel once you have it
The document summarizes a product manager's experience when a competitor claimed their newly launched product lacked a key capability. The product manager assembled a task force to analyze what went wrong and coordinate departments to address the crisis. They determined the product development process was not properly managed. The task force communicated with one voice, reaffirmed their commitment to customers and integrity, and analyzed whether requirements and future plans were considered in the product's creation. The document also provides tips for identifying when an existing product needs a relaunch due to issues like low sales, high failure rates, or marketing's inability to differentiate the product. Relaunching requires examining the product, price, place, and promotion elements to address weaknesses.
This document discusses lessons that can be learned from startups. It notes that startups have new ways of working including new problems, new paradigms, new facts, and new language. It also discusses how automation is changing both the "front of the house" customer facing parts of businesses as well as "back of the house" internal operations. The document proposes an "Adaptive Design Manifesto" with principles like using agile methods throughout the business, focusing on platforms rather than individual products, taking data-driven and adaptive approaches over strict planning and predictions. It advocates focusing on customer journeys, flows and persuasion rather than just usability and workflows.
The document summarizes the Toronto Product Management Association (TPMA) newsletter. It discusses the successful 2013 mentoring program between TPMA members and announces plans to continue the program in 2014. It highlights the benefits mentors and mentees gained from the program and encourages others to sign up for the 2014 program.
This document discusses data driven design with big data. It begins by stating that the presentation will cover data driven design with a big data slant but not technical debates. It then discusses how big data can provide storage, analytics, and access to data. However, it notes big data is still new and complex to manage and needs to integrate with existing systems. It provides an example of how data helped the Oakland A's win games. The rest of the document discusses best practices like not boiling the ocean, making data part of the design process, prioritizing data quality, and driving a data culture. It concludes by listing some open source big data resources.
Competitive Intelligence is critical to any company striving to make their product deliver the value customers expect. As a Product Manager, you want to keep a holistic view of both your client’s opinion, desire and thoughts on new development, combined with a perspective on what your competition will be up to next. After all, the competition has smart Product Managers who may have discovered an important service or product angle those customers are going to want.
With social media in a mature phase, can’t you just rely on Twitter Feeds, news aggregators, and information from the odd LinkedIn Group? Is that enough? What else should you be doing to stay ahead of you competitors?
Join our guest speaker, Zena Applebaum, of Bennet Jones LLP, for a practical discussion about where to look for competitive intelligence (ethically), how to collect it, the questions you should be asking, who to ask, and how best to use the intel once you have it
The document summarizes a product manager's experience when a competitor claimed their newly launched product lacked a key capability. The product manager assembled a task force to analyze what went wrong and coordinate departments to address the crisis. They determined the product development process was not properly managed. The task force communicated with one voice, reaffirmed their commitment to customers and integrity, and analyzed whether requirements and future plans were considered in the product's creation. The document also provides tips for identifying when an existing product needs a relaunch due to issues like low sales, high failure rates, or marketing's inability to differentiate the product. Relaunching requires examining the product, price, place, and promotion elements to address weaknesses.
The document discusses how to leverage social media to boost a product launch. It provides 6 tips: 1) Identify your natural community and influencers; 2) Define your social media strategy and focus platforms; 3) Engage your community long before launch to build anticipation; 4) Promote exclusive pre-launch content and perks; 5) Broadcast your launch widely across social networks; and 6) Continue engaging post-launch through responsive customer support and feedback. An example is given of a company that successfully used these tactics to generate significant social media attention for their new product line prior to official launch.
This document provides a checklist for mentor/mentee meetings. It outlines introducing each other and exchanging contact information at an initial orientation meeting. They discuss the mentor and mentee's goals and set a time and place for their first one-on-one meeting. At subsequent meetings, they review progress on goals, discuss additional challenges, and the mentee comes prepared with questions while the mentor provides feedback and suggestions for stretch projects. They recap the mentee's goals and next steps before scheduling their next meeting.
The document outlines goals for mentoring between a mentor and mentee. The mentor section is blank, suggesting they hope to provide guidance to help the mentee achieve their career goal. The mentee's career goal is also not stated, but they hope to both give and receive support from the mentor to aid their professional development through the mentoring relationship.
This document provides an overview and agenda for an orientation session for a mentorship program called TMPA Mentorship. The summary includes:
1) The orientation agenda covers registration, an orientation session, a mentor panel, discussing face-to-face objectives, breakout sessions, Q&A, and adjourning.
2) The timeline shows the program will run from December 2012 to June 2013, with recruitment and matching in November and an active mentoring phase from December to June.
3) Guidelines are provided for mentors and mentees including maintaining confidentiality and commitment to regular meetings over the 6 month program.
4) The objectives are to connect individuals, provide experienced guidance,
The document summarizes key lessons from designing successful mobile products based on 4 mindsets:
1) Don't port desktop features, create mobile-specific solutions focused on important tasks.
2) Understand how context influences user interactions and tailor the design accordingly.
3) Surface priority information quickly through a dashboard or notifications. Limit scrolling and provide feedback.
4) Recognize the personal nature of mobile devices and allow customization of notifications, preferences.
It emphasizes conducting user research to understand needs and designing intuitive interfaces that facilitate quick completion of single tasks per screen. Predictable interactions and accessibility of critical information are also important for positive user experiences.
The document discusses how to leverage social media to boost a product launch. It provides 6 tips: 1) Identify your natural community and influencers; 2) Define your social media strategy and focus platforms; 3) Engage your community long before launch to build anticipation; 4) Promote exclusive pre-launch content and perks; 5) Broadcast your launch widely across social networks; and 6) Continue engaging post-launch through responsive customer support and feedback. An example is given of a company that successfully used these tactics to generate significant social media attention for their new product line prior to official launch.
This document provides a checklist for mentor/mentee meetings. It outlines introducing each other and exchanging contact information at an initial orientation meeting. They discuss the mentor and mentee's goals and set a time and place for their first one-on-one meeting. At subsequent meetings, they review progress on goals, discuss additional challenges, and the mentee comes prepared with questions while the mentor provides feedback and suggestions for stretch projects. They recap the mentee's goals and next steps before scheduling their next meeting.
The document outlines goals for mentoring between a mentor and mentee. The mentor section is blank, suggesting they hope to provide guidance to help the mentee achieve their career goal. The mentee's career goal is also not stated, but they hope to both give and receive support from the mentor to aid their professional development through the mentoring relationship.
This document provides an overview and agenda for an orientation session for a mentorship program called TMPA Mentorship. The summary includes:
1) The orientation agenda covers registration, an orientation session, a mentor panel, discussing face-to-face objectives, breakout sessions, Q&A, and adjourning.
2) The timeline shows the program will run from December 2012 to June 2013, with recruitment and matching in November and an active mentoring phase from December to June.
3) Guidelines are provided for mentors and mentees including maintaining confidentiality and commitment to regular meetings over the 6 month program.
4) The objectives are to connect individuals, provide experienced guidance,
The document summarizes key lessons from designing successful mobile products based on 4 mindsets:
1) Don't port desktop features, create mobile-specific solutions focused on important tasks.
2) Understand how context influences user interactions and tailor the design accordingly.
3) Surface priority information quickly through a dashboard or notifications. Limit scrolling and provide feedback.
4) Recognize the personal nature of mobile devices and allow customization of notifications, preferences.
It emphasizes conducting user research to understand needs and designing intuitive interfaces that facilitate quick completion of single tasks per screen. Predictable interactions and accessibility of critical information are also important for positive user experiences.
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