This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
The document proposes a "12Hour Startup" approach where teams are given 12 hours to build a new product or service from existing resources to stimulate creative thinking. It argues that the approach allows employees to try lingering ideas, pushes forward simple executable ideas, and builds camaraderie. The downside is said to be virtually zero, and committed ideas should be trialled for 3 months. Repeating the process every 3-6 months could encourage a culture of innovation in a company.
The Ultimate Guide to Mobile Consumer ResearchRay Beharry
How to do better market research? Conduct mobile surveys. Reach your target audience on their turf. The ubiquity of cell phones has provided market researchers with unparalleled access to consumers, providing unmatched scale, reach, and affordability - without sacrificing quality of results. We provide the modern market researcher with a best practices approach to setting goals for research, audience targeting, survey design, and distribution, using a mobile-first mindset to capture valuable consumer opinion data. This provides an overview on mobile research for marketers, brand managers, product managers, market researchers, journalists, content writers, and startup founders/business owners/entrepreneurs.
20 top tips to spring clean your hospitality business 2016Lester Pyatt.
The document provides 20 tips for spring cleaning a hospitality business. Some key tips include reflecting on business goals and plans, delegating tasks to staff, conducting competitor audits, keeping marketing consistent and targeted, ensuring menu prices stay competitive, and adding perceived value and extras to entice customers. The document promotes a business development package to help implement the tips.
This document summarizes lessons learned by Adam Nash over 20 years of product management experience. It discusses that product managers are judged by their products' results, not their authority. It also discusses prioritizing features into three buckets: metrics movers to drive revenue, customer requests to maintain trust, and delight features to inspire loyalty. Great products combine all three. Understanding what drives virality and engagement is also key. Product teams should focus on reducing friction but also increasing desire. Simplicity is important - products should do the core job simply without extraneous features. A great product leader focuses on behavior, values, and continuous learning as products are never truly finished.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
The document proposes a "12Hour Startup" approach where teams are given 12 hours to build a new product or service from existing resources to stimulate creative thinking. It argues that the approach allows employees to try lingering ideas, pushes forward simple executable ideas, and builds camaraderie. The downside is said to be virtually zero, and committed ideas should be trialled for 3 months. Repeating the process every 3-6 months could encourage a culture of innovation in a company.
The Ultimate Guide to Mobile Consumer ResearchRay Beharry
How to do better market research? Conduct mobile surveys. Reach your target audience on their turf. The ubiquity of cell phones has provided market researchers with unparalleled access to consumers, providing unmatched scale, reach, and affordability - without sacrificing quality of results. We provide the modern market researcher with a best practices approach to setting goals for research, audience targeting, survey design, and distribution, using a mobile-first mindset to capture valuable consumer opinion data. This provides an overview on mobile research for marketers, brand managers, product managers, market researchers, journalists, content writers, and startup founders/business owners/entrepreneurs.
20 top tips to spring clean your hospitality business 2016Lester Pyatt.
The document provides 20 tips for spring cleaning a hospitality business. Some key tips include reflecting on business goals and plans, delegating tasks to staff, conducting competitor audits, keeping marketing consistent and targeted, ensuring menu prices stay competitive, and adding perceived value and extras to entice customers. The document promotes a business development package to help implement the tips.
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
1) The document provides lessons on being a great product leader from Adam Nash's experience in product management over 20 years. It discusses the importance of strategy, prioritization, and execution for product managers.
2) It emphasizes that product managers are judged based on whether their products succeed or "win games." They are responsible for results even if they have limited authority.
3) When identifying top priorities, product managers should put people directly on those goals and give them clear authority to execute, rather than having diffuse responsibility.
Studies show that happy employees are more productive. If there is one single thing you can do to increase productivity, focus on that. All of the software and efficiency in the world can’t top a team member who wants to be at work and who wants to do a good job. If you get this one right, the rest is all dessert.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
This document contains 101 lessons learned for startups collected from the experience of running startups. Some of the key lessons include preparing to unlearn what you've learned and know that startup best practices have changed, validating ideas with customers before writing code, focusing on solving problems rather than just having cool ideas, and knowing when to pivot or fold a failing idea. It emphasizes the importance of testing ideas quickly through prototypes and constant customer feedback to achieve product-market fit.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
Mind Melds and BattleBots: Creating the Right Kind of Designer/Developer DynamicWebVisions
Improving the designer/developer relationship is an ardent wish on a lot of project teams. And yet, a lot of excuses seem to be made for bad relationships between designers and developers… several of which are tied to when and how each are involved.
Do these sound familiar?
“There’s not enough budget to involve all members of the team from beginning to end.”
“We don’t want to limit designer creativity too soon by bringing tech into the process.”
“We don’t want to waste developer time at the beginning when there’s nothing fully defined yet.”
“If we design a detailed enough style guide, development should be able to implement without retaining a designer through implementation.”
How do you find the right balance of involvement without breaking the budget - and make the most of the skills that each team member can bring to the table?
In this presentation, Carolyn Chandler (Experience Designer and instructor) and Don Bora (Developer and iconic tech mentor) will take you on a journey through the main stages of a project from both sides of the divide.
Describes what a system, checklist, or process is. Dispels six common myths about systems, then introduces two important truths about systems: (1) they give you freedom, and (2) they help you avoid dumb mistakes. Then a six step process is provided for how Realtors can systemize their business: (1) Pay attention to what you do and ask yourself, is this something I'll do more than once? (2) Write out the steps to complete the process. (3) Pick the best way to have the process documented. (4) Decide how you'll automate or delegate the process. (5) For each step, create separate instructions for HOW to complete each step, for those who have not done it before. (6) Remember to refine the process over time.
Test & Learn: Hooked - How to Build Habit Forming Products Optimizely
In an age of ever-increasing distractions, quickly creating customer habits is an important characteristic of successful products. How do companies create products people use every day? What are the secrets of building services customers love? How can we create products compelling enough to "hook" users?
Nir Eyal, the bestselling author of "Hooked: How to Build Habit-Forming Products", has constructed a framework for designing better products and will share his years of research in this practical workshop. This webinar gives product managers, designers, and marketers a new way of thinking of the necessary components of changing user behavior by studying how the world's most engaging products keep users coming back again and again.
Test & Learn: How to Leverage Design to Learn & Deliver Results Quickly Optimizely
The role of design is often overlooked on growth teams that are moving fast and running experiments at scale. When applied correctly, design can be your growth team's secret weapon. Join Angel Steger, growth design lead at Dropbox, to learn how to leverage design thinking and design craft to super-charge your growth team's velocity while driving high-quality output. We’ll walk through tools and case studies to give you ideas you can put into motion right away.
Attendees will:
Learn how to leverage the Design role within a Growth team
Learn how design quality works in the context of a fast-moving team
Learn how to use design thinking to differentiate between haste and velocity as a cross-functional team
Walk away with tools to learn quickly while making meaningful progress against large unknowns
Entrepreneurshit. The Truth About Building StarutpsMark Suster
This document provides advice for entrepreneurs on what starting a company is really like versus common misconceptions. It discusses that the reality is a grind with long hours spent on fundraising, recruiting, accounting, and more. Success requires traits like tenacity, resiliency, decisiveness, and an ability to pivot. The author suggests entrepreneurs take 50 coffee meetings, ship product early, and create a sense of urgency. Fundraising is also a full-time job, and it's important to meet investors early to build relationships over time. Overall, starting a company is like a roller coaster, so entrepreneurs should have fun with it and go for their ideas now rather than waiting.
Test & Learn: Moving Fast, Breaking Things, and Fixing Them As Quickly As Pos...Optimizely
At Booking.com, experimentation is an important part of our product development cycle. On a daily basis we implement, deploy to production, execute and analyze hundreds of concurrent randomized controlled trials — also known as A/B tests — to quickly validate ideas.
From entire redesigns and infrastructure changes to the smallest bug fixes, these experiments allow us to develop and iterate on ideas safer and faster by helping us validate that our changes to the product have the expected impact on the user experience.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
The Wealthfront Equity Plan (Stanford Graduate School of Business 2017)Adam Nash
These are the slides from my guest lecture at the Stanford Graduate School of Business on February 17, 2017 in the People Operations: From Startup to Scaleup class.
Personal User Manuals are all the rage in the business world today, but I think a one page manual isn't a real compelling format for others to get to know you so I tried something different and hopefully more engaging. Have you thought about the words that drive you at work? These are some great pointers I have learned, synthesized over the years, and borrowed from business luminaries. Tell me which ones you agree with and post your most important driving principles in feedback. Please be additive here and contribute to this topic.
This is a summary from the book Nanovation. It is the story of how one of today’s most influential global leaders, Ratan Tata, true practitioner of conscious capitalism, inspired a game changing innovation.
NANOVATION is a how to on getting people to think big, act bold, and improve the world in the midst of overwhelming challenges.
It concludes with eight transferable rules for driving innovation in any business and teaching people to achieve the possible in what appears impossible
Any person or organization can explain what they do; some can explain how they are different or better, but very few can clearly articulate why. WHY is not
about money or profit — those are results. WHY is the thing that inspires us and inspires those around us.
This book is about a naturally occurring pattern, a way of thinking, acting and communicating that gives some leaders the ability to inspire those around them.
Although these “natural-born leaders” may have come into the world with a predisposition to inspire, the ability is not reserved for them exclusively. We can all
learn this pattern. With a little discipline, any leader or organization can inspire others both inside and outside their organization to help advance their ideas and
their visions. We can all learn to lead.
Start With Why shows that the leaders who inspire all think, act and communicate in the exact same way — and it’s the complete opposite of what everyone
else does. Drawing on a wide range of real-life stories, it provides a framework upon which organizations can be built, movements can be led, and people can be
inspired — and it all starts with WHY.
1) The document provides lessons on being a great product leader from Adam Nash's experience in product management over 20 years. It discusses the importance of strategy, prioritization, and execution for product managers.
2) It emphasizes that product managers are judged based on whether their products succeed or "win games." They are responsible for results even if they have limited authority.
3) When identifying top priorities, product managers should put people directly on those goals and give them clear authority to execute, rather than having diffuse responsibility.
Studies show that happy employees are more productive. If there is one single thing you can do to increase productivity, focus on that. All of the software and efficiency in the world can’t top a team member who wants to be at work and who wants to do a good job. If you get this one right, the rest is all dessert.
PDMA 2008 World Class Web 2.0 Product OrgAdam Nash
This is the presentation from the PDMA 2008 presentation by Adam Nash on "Building a World-Class Web 2.0 Product Organization" from September 15, 2008.
This document contains 101 lessons learned for startups collected from the experience of running startups. Some of the key lessons include preparing to unlearn what you've learned and know that startup best practices have changed, validating ideas with customers before writing code, focusing on solving problems rather than just having cool ideas, and knowing when to pivot or fold a failing idea. It emphasizes the importance of testing ideas quickly through prototypes and constant customer feedback to achieve product-market fit.
LaMetric. Leadership principles on the way to the successful product company Nazar Bilous
The document provides leadership principles for building a successful product company, as outlined by the CEO and founder of LaMetric. Some of the key principles discussed include having a separate workspace for the product team, hiring people with the right values like ambition and customer focus, balancing the team with different visions from product, engineering, and art, challenging the product team with tight budgets and deadlines, and driving the team with a leader's own example. The overall goal is to combine the team around a shared mission and business objectives to successfully develop products and get results.
Mind Melds and BattleBots: Creating the Right Kind of Designer/Developer DynamicWebVisions
Improving the designer/developer relationship is an ardent wish on a lot of project teams. And yet, a lot of excuses seem to be made for bad relationships between designers and developers… several of which are tied to when and how each are involved.
Do these sound familiar?
“There’s not enough budget to involve all members of the team from beginning to end.”
“We don’t want to limit designer creativity too soon by bringing tech into the process.”
“We don’t want to waste developer time at the beginning when there’s nothing fully defined yet.”
“If we design a detailed enough style guide, development should be able to implement without retaining a designer through implementation.”
How do you find the right balance of involvement without breaking the budget - and make the most of the skills that each team member can bring to the table?
In this presentation, Carolyn Chandler (Experience Designer and instructor) and Don Bora (Developer and iconic tech mentor) will take you on a journey through the main stages of a project from both sides of the divide.
Describes what a system, checklist, or process is. Dispels six common myths about systems, then introduces two important truths about systems: (1) they give you freedom, and (2) they help you avoid dumb mistakes. Then a six step process is provided for how Realtors can systemize their business: (1) Pay attention to what you do and ask yourself, is this something I'll do more than once? (2) Write out the steps to complete the process. (3) Pick the best way to have the process documented. (4) Decide how you'll automate or delegate the process. (5) For each step, create separate instructions for HOW to complete each step, for those who have not done it before. (6) Remember to refine the process over time.
Test & Learn: Hooked - How to Build Habit Forming Products Optimizely
In an age of ever-increasing distractions, quickly creating customer habits is an important characteristic of successful products. How do companies create products people use every day? What are the secrets of building services customers love? How can we create products compelling enough to "hook" users?
Nir Eyal, the bestselling author of "Hooked: How to Build Habit-Forming Products", has constructed a framework for designing better products and will share his years of research in this practical workshop. This webinar gives product managers, designers, and marketers a new way of thinking of the necessary components of changing user behavior by studying how the world's most engaging products keep users coming back again and again.
Test & Learn: How to Leverage Design to Learn & Deliver Results Quickly Optimizely
The role of design is often overlooked on growth teams that are moving fast and running experiments at scale. When applied correctly, design can be your growth team's secret weapon. Join Angel Steger, growth design lead at Dropbox, to learn how to leverage design thinking and design craft to super-charge your growth team's velocity while driving high-quality output. We’ll walk through tools and case studies to give you ideas you can put into motion right away.
Attendees will:
Learn how to leverage the Design role within a Growth team
Learn how design quality works in the context of a fast-moving team
Learn how to use design thinking to differentiate between haste and velocity as a cross-functional team
Walk away with tools to learn quickly while making meaningful progress against large unknowns
Entrepreneurshit. The Truth About Building StarutpsMark Suster
This document provides advice for entrepreneurs on what starting a company is really like versus common misconceptions. It discusses that the reality is a grind with long hours spent on fundraising, recruiting, accounting, and more. Success requires traits like tenacity, resiliency, decisiveness, and an ability to pivot. The author suggests entrepreneurs take 50 coffee meetings, ship product early, and create a sense of urgency. Fundraising is also a full-time job, and it's important to meet investors early to build relationships over time. Overall, starting a company is like a roller coaster, so entrepreneurs should have fun with it and go for their ideas now rather than waiting.
Test & Learn: Moving Fast, Breaking Things, and Fixing Them As Quickly As Pos...Optimizely
At Booking.com, experimentation is an important part of our product development cycle. On a daily basis we implement, deploy to production, execute and analyze hundreds of concurrent randomized controlled trials — also known as A/B tests — to quickly validate ideas.
From entire redesigns and infrastructure changes to the smallest bug fixes, these experiments allow us to develop and iterate on ideas safer and faster by helping us validate that our changes to the product have the expected impact on the user experience.
We often optimize our software for performance, but what also optimizing our development teams for happiness? Take a look at how the tools you choose for your development team can impact developer happiness, and learn how to keep your teams happier and more productive.
*The graph on slide 3 is fabricated data, because studies also show that people are more likely to believe statements accompanied by scientific data.*
The Wealthfront Equity Plan (Stanford Graduate School of Business 2017)Adam Nash
These are the slides from my guest lecture at the Stanford Graduate School of Business on February 17, 2017 in the People Operations: From Startup to Scaleup class.
This is the version of my talk, Be a Great Product Leader, given at Zynga on Feb 22, 2016. It includes six lessons on product leadership from my time at eBay & LinkedIn.
1) The document discusses key concepts in personal finance, including behavioral finance biases that can negatively impact financial decision making. It emphasizes that people are not always rational with their money.
2) It stresses the importance of liquidity and having adequate emergency savings. Cash flow management is also highlighted as essential for financial security.
3) The "magic of compounding" is discussed as the primary driver of long term investment growth, and starting to invest and save early is emphasized. Debt is cautioned against due to high interest costs.
This document summarizes key topics from the Mind the Product conference in San Francisco in 2015. It discusses approaches to product design like taking a game-based approach or using empathetic design. It also covers creating a culture of learning and debate. Speakers discussed how failing and successful companies approach product development, and emphasized the importance of customer validation, prototyping, and continuous delivery. They advocated defining a vision over roadmaps and being stubborn on vision but flexible on details.
Product Management - What is it and how do I get good at itDag Olav Norem
Product management involves bridging communication between departments to explain why products exist and how to implement them effectively. To be good at product management, one should focus on product strategy, prioritization, and execution. Specifically, understanding the problem being solved, communicating the product vision and rationale, understanding how to add value, and learning to engage with challenging aspects of the role.
Personal Finance for Engineers (Stanford Society of Women Engineers / SWE, 2016)Adam Nash
This document summarizes key points from a presentation on personal finance given to engineering societies. It discusses how people are predictably irrational with money due to behavioral biases like anchoring, loss aversion, and herd behavior. It emphasizes starting to save early to benefit from compounding returns. It recommends focusing on cash flow, having emergency funds, and keeping investing simple through low-cost index funds and asset allocation. The presentation aims to educate people on personal finance concepts that are poorly covered but can significantly impact one's life.
Delighting Your Customers - How and Why to Go That Extra MileJanna Bastow
Presented by Janna Bastow at SaaStock - Dublin, Ireland - Sept 22, 2016
In this talk, Janna discusses what it means to delight your customers and why it's important to SaaS businesses to do so.
This document repeatedly lists the URL www.TheLeadershipHub.com without any other text or context. It can be inferred that the document aims to promote awareness or traffic to the website www.TheLeadershipHub.com which appears to be related to leadership.
Women leader from Rajasthan - Story of Mrs RameshwariICRISAT
Strategies that took women’s needs into account and worked directly with the women made big impacts. The women were empowered to take charge of their lives and reduce the vulnerability of the communities living in these harsh environments.
Unlocking the formula for a high performance digital product team, London Jul...Wilson Fletcher
In July 2015, we hosted a lively evening event to tackle an increasingly pressing issue: how should businesses be building and maintaining successful digital product capability?
The evening brought together digital leaders from across various sectors who discussed some of the key issues.
Here's Founder Mark Wilson and Lead Service Designer Katie Buchanan's presentation where they shared their experiences of making digital teams better.
Thank you to everyone who joined us for a thought-provoking and enjoyable evening.
For details of our upcoming events, visit our blog http://www.thehumanlayer.com
This document provides an overview of product management in Silicon Valley, including why the region is attractive, the role of a product manager, how to choose companies to work for, how to get a product management job, relevant classes to take, and how to stay up to date in the industry. Key recommendations include choosing companies based on their people and product over size, gaining technical skills and experience before seeking a PM role, and networking to find job opportunities.
The document discusses the evolving role of product management. It argues that while techniques like Lean Startup and Lean UX are valuable for startups, they have limitations for larger companies with existing products and markets. Product management becomes more critical as companies grow beyond the startup phase to address challenges like coordinating multiple teams and products, long-term planning, and portfolio management. The role of product managers is to drive strategy, make tradeoffs, and ensure alignment across functions on priorities and plans.
This document discusses the process of continuous deployment at a company with 25 million members and 900,000 shops. It outlines the challenges of initial development and launch cycles, and how the company evolved to integrate experimentation and continuous deployment. Key tools discussed include a launch calendar to track launches, automated emails, and Catapult, a unified launch management tool that integrated experiment configuration, branching in code, and communications. The overall message is that continuous integration and deployment allows for faster iteration, more feedback, and better communication through integrated tools and processes.
Creating an effective content marketing strategy requires identifying your core messaging and target personas, mapping your message to each persona, organizing content by distribution method, incorporating different voices (corporate, subject matter expert, personal), keeping content topical and relevant to current events, and most importantly, being authentic in your messaging. The goal of content marketing is to establish yourself as a trusted subject matter expert by providing valuable, educational content to your target audience.
Presented at the Digital Workplace Conference Australia, held in Melbourne AU on August 15th and 16th, 2018. This presentation outlines the evolution that has happened in marketing, and the components that are necessary for successful brand building and digital marketing.
The document discusses adopting an Agile approach to marketing. It defines key Agile marketing concepts like scrums, sprints, user stories and burn down charts. It also discusses common mistakes like assuming Agile allows for less resources, lacking executive support, ignoring other marketing activities, and not celebrating successes. The document advocates adopting Agile principles like frequent communication, quick iterations and using data to improve.
As a senior executive, you may think you know what Job Number 1 is.docxfredharris32
As a senior executive, you may think you know what Job Number 1 is: developing a killer strategy. In fact, this is only Job 1a. You have a second, equally important task. Call it Job 1b: enabling the ongoing engagement and everyday progress of the people in the trenches of your organization who strive to execute that strategy. A multiyear research project whose results we described in our recent book, The Progress Principle,[ 1] found that of all the events that can deeply engage people in their jobs, the single most important is making progress in meaningful work.
Even incremental steps forward -- small wins -- boost what we call "inner work life": the constant flow of emotions, motivations, and perceptions that constitute a person's reactions to the events of the work day. Beyond affecting the well-being of employees, inner work life affects the bottom line.[ 2] People are more creative, productive, committed, and collegial in their jobs when they have positive inner work lives. But it's not just any sort of progress in work that matters. The first, and fundamental, requirement is that the work be meaningful to the people doing it.
In our book and a recent Harvard Business Review article,[ 3] we argue that managers at all levels routinely -- and unwittingly -- undermine the meaningfulness of work for their direct subordinates through everyday words and actions. These include dismissing the importance of subordinates' work or ideas, destroying a sense of ownership by switching people off project teams before work is finalized, shifting goals so frequently that people despair that their work will ever see the light of day, and neglecting to keep subordinates up to date on changing priorities for customers.
But what about a company's most senior leaders? What is their role in making -- or killing -- meaning at work? To be sure, as a high-level leader, you have fewer opportunities to directly affect the inner work lives of employees than do frontline supervisors. Yet your smallest actions pack a wallop because what you say and do is intensely observed by people down the line.[ 4] A sense of purpose in the work, and consistent action to reinforce it, has to come from the top.
Four traps
To better understand the role of upper-level managers, we recently dug back into our data: nearly 12,000 daily electronic diaries from dozens of professionals working on important innovation projects at seven North American companies. We selected those entries in which diarists mentioned upper- or top-level managers -- 868 narratives in all.
Qualitative analysis of the narratives highlighted four traps that lie in wait for senior executives. Most of these pitfalls showed up in several companies. Six of the seven suffered from one or more of the traps, and in only a single company did leaders avoid them. The existence of this outlier suggests that it is possible for senior executives to sustain meaning consistently, but that's difficult and requires vigilance.
Thi ...
How to make your corporate management think and act like a startup. (by @boar...Board of Innovation
The document provides guidance for corporate management teams to think and act more like startups. It recommends building a minimum viable product quickly without extensive upfront planning, then measuring how customers interact with it to test assumptions. The key is to learn from failures by optimizing the product based on metrics and customer feedback, rather than getting bogged down in reporting and meetings. An iterative process of building, measuring, and learning is advocated over traditional business planning.
How to work like a network: For Today's ExecutivesOffice
Enterprise Social describes a new way of working that connects individuals through a dynamic network of people and information. This allows employees to respond faster, accomplish more, and keep businesses moving forward together. The document discusses how Enterprise Social can help executives by [1] boosting employee engagement, [2] fostering innovation through improved collaboration, and [3] increasing customer loyalty to drive business growth. It provides examples of how tools like Yammer and Office 365 can help executives listen to employees, adapt quickly, and strengthen customer relationships.
Gamification of sales Playbook - The what, the why, and the how🎥 David Winter 🎥
The 'Gamification of Sales' playbook is designed to give you a basic overview on the what, the why, and the how of gamification. In 2016 90% of surveyed companies said that gamification had caused an increase in revenue. With this playbook, we'll help you take your first steps towards achieving the same.
In this playbook you will find:
An easy to understand overview of gamification.
The 3 key elements that define gamification and how these apply to your business.
The psychology that helps gamification drives better results and behaviours from your team.
The 10 core machines of a gamified work system.
Some top tips on how to start applying gamification to your business/team.
Building new products sundar rajan - framing (part 2)Sundar Rajan
In this talk, we will understand the challenges & risks associated with new product development. We will also learn the concept of a discovery process to minimize these risks in a systematic way.
During the talk we will build a fictitious product using the discovery process to understand this methodology.
Making Waves: 3 Secrets to Becoming a Highly Paid Executive Faster - Part 2The Management Coach
The document provides guidance on identifying a "BIG GAME" or key opportunity area that can help an executive get noticed through achieving significant business results. It recommends gathering feedback from employees and internal customers to uncover pain points, then analyzing metrics around the main responsibilities of one's role to select a BIG GAME that can be measured and has the potential for a major positive impact. Choosing the right BIG GAME involves collecting data to determine where the greatest opportunities exist to improve focus, efficiency or business outcomes.
- Radian6 started as a social media listening software company that provided analytics on brand sentiment, popular industry conversations, and discussions about customers.
- They began with a minimum viable product to understand social conversations companies were unaware of. This addressed an important problem for early customers like Dell monitoring issues discussed online.
- The MVP approach led to rapid growth, hiring 300 employees and hundreds of customers before being acquired by Salesforce.com for $400 million, demonstrating the success of starting small and learning quickly.
TMRE 2017 Presentation: Translating Emotion Science Into Digital ExperiencesIsobarUS
A robust segmentation identifies the rational, emotional and behavioral qualities of a target audience. Isobar uses the segments from our Marketing Intelligence Practice to model and manage clients’ actual customer data, and from there to drive many aspects of clients’ marketing, product and customer experience.
Health and vitality leader, Tivity Health, was challenged with expanding the brand and increasing member engagement for SilverSneakers, their community fitness program specifically designed for older adults. Isobar has used System 1 segmentation insights to drive omni-channel acquisition, engagement, and brand advocacy.
This session will reveal how:
A seamless “insights to innovation” agency model provides a collaborative client relationship
Defining market opportunity informs business decision-making, influences product, market strategy, and drives digital experiences based on real segments
System 1 segmentation, including MindSight Motivational Profiling and neuromarketing, drove the development of digital assets, 3rd party data assets (Facebook and Experian), and influenced campaign creative
Segmentation is activated through data and technology specifically through CRM and media targeting
At Pragmatic Marketing, we’ve worked with thousands of high-tech companies—so we’re no strangers to innovation.
And we’ve recently completed some innovation of our own, restructuring our curriculum to offer more of what the market has told us it wants. You see, the market should be at the center of every innovation effort you make. As Neil Baron puts it in this issue’s feature article, “A valuable innovation delivers an improved customer experience as a result of a better way of doing things.”
In addition to Baron’s view, Paul Brooks helps you decide whether what you’re contemplating is actually a bad idea. Jessica Dugan provides tips to get past the hang-ups that are holding you back, and Eric Doner shows you how to foster innovation in your organization—all in hopes of helping you do your own innovating in a way that’s valued by your customers.
This issue is also full of best practices and examples of how to approach content, mobile products, competitive analysis, and much more.
As Peter Drucker once said, “Business has only two functions: marketing and innovation.” This issue strives to help you do both.
Sincerely,
Craig Stull, Founder/CEO
Four Powerful Marketing Concepts from Digital SummitZachary Nelson
During Digital Summit Kansas City, four big marketing concepts were discussed throughout breakout sessions and by presenters. This presentation is a high-level overview of those concepts.
-Кто такой продакт менеджер?
-видение;
-стратегия;
-дизайн;
-исполнение;
-отличие продакт менеджера от других ролей в разработке;
-ключевые навыки продакт менеджера;
-почему быть продакт менеджером круто?
The world of business is changing, so how can you train the most valuable asset of your business? How can you compete and win in today’s rapidly transforming marketplace?
User Journey Mapping: How and Why Does it Matter for Your Business?DariaPersell
The document discusses how businesses can skill their employees to stay competitive in a changing world. It outlines an 8-step methodology for measuring and developing skills that focuses on defining roles, tracking activities, categorizing and benchmarking skills, assessing soft skills, guiding career paths, monitoring progress, and providing learning resources. Partnering with Pepper Square can help implement these processes more quickly than doing it alone.
We are proud to announce our twenty-seventh Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
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3. World Class Product
This all started with a conversation I had with Reid Hoffman in 2007.
Most people start or join new companies because they think “we can
do it better this time”. They come to build a company.
These are the top lessons I’ve personally gained over the past two
decades about product management for modern consumer software.
4. What do Product Managers Do?
Strategy
What game are we playing & how do we keep score?
Prioritization
What are the steps from here to there, and in what order?
Execution
For this phase, what has to get done and are we on track?
1
5. Product: Results Matter
Product managers “win games”
The role itself gives limited authority. Like a new coach, the team will let you
define the plays initially. But in the end, you have to show the team wins.
Product leaders don’t play the game, but they are judged by their products.
They cover any gaps. No excuses.
Responsibility, often without authority
2
6. Prioritization: Three Buckets
Metrics Movers
These pay the bills. In the end, software that doesn’t justify itself will lose
the ability to fund itself.
Customer Requests
If you don’t listen to customers, they will lose faith and eventually hate you.
Delight
If you don’t delight customers, you won’t inspire passion and loyalty in
your users.
3
7. It’s About the Whole Product
Can’t we find features that have all three? No.
Metrics movers are rarely requested or delightful.
Customer requests rarely move your metrics or delight people.
Delight features rarely move your metrics, and by definition, are not
requested.
Great products, however, combine all three.
4
8. Understanding Virality
Key Insight from 2008 @ LinkedIn
Key measure used by applications on social platforms.
Two questions: what features let members touch non-members? How does a
new customer today lead to a new customer tomorrow?
At the heart of virality is an exponential based on branching factor and time.
In an m^n equation, m is the branching factor, n is the cycles in a time period.
Rabbits make lots of rabbits not because of big litters, but because they
breed frequently. “n” matters more than “m”.
5
9. Find the Heat
There are two ways to boost engagement: lower friction or increasing desire
Software teams love to focus on the first, and rarely dive into the second.
Exceptional experiences depend on capturing the real nuances of human interaction.
Heat is a placeholder term for emotions that drive action, both positive and negative.
Emotion. Passion. Desire.
What strong emotions drive the actions in your products?
Look for “Magic Moments”
6
10. Simple is Hard
It’s true in design, metrics, prioritization, and strategy
We all fear the fate of Microsoft Office
What’s the one thing you want the user to do?
What’s the job your customers are hiring you to do?
The great gift of mobile-first design
7
12. Final Thoughts
We can be our own harshest critics.
Products are never done.
We are always learning, and our customers are always changing.
Behavior matters. Values matter.
Be a Great Product Leader