Product Management is challenging, as all your business relationships are indirect influence. This 45-minute presentation gives an overview of techniques taught in 280 Group training classes for effectiveness, influence and leadership development.
Product Manager or Product Janitor: It's Your ChoiceCharles Myers
The Product Management role is often poorly defined. Developing clarity and a common understanding of what you and others do is essential to being effective in your job.
While this can be a dry topic, this presentation adds a bit of humor and gives compelling reasons to clarify your role.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Rich Mironov gave a presentation on making strategic choices in product portfolios. He discussed how validation and strategy should precede development. Organizational behaviors shape strategic decision making, and explicit portfolio allocations enable prioritizing features. Successful software companies focus on solving the right problems, have strong product management to validate solutions before development, and make strategic choices by allocating resources between current releases, quality, and future bets. Portfolio strategy requires forcing hard tradeoffs between competing initiatives.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
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.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
Product Manager or Product Janitor: It's Your ChoiceCharles Myers
The Product Management role is often poorly defined. Developing clarity and a common understanding of what you and others do is essential to being effective in your job.
While this can be a dry topic, this presentation adds a bit of humor and gives compelling reasons to clarify your role.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Rich Mironov gave a presentation on making strategic choices in product portfolios. He discussed how validation and strategy should precede development. Organizational behaviors shape strategic decision making, and explicit portfolio allocations enable prioritizing features. Successful software companies focus on solving the right problems, have strong product management to validate solutions before development, and make strategic choices by allocating resources between current releases, quality, and future bets. Portfolio strategy requires forcing hard tradeoffs between competing initiatives.
The Agile Product Manager/Owner Dilemma (ProdCampNYC)Rich Mironov
As product managers grapple with Agile and scrum's product owner, how do we define roles, decide waht needs to be done, think broadly about go-to-market instead of narrowly about software creation, and map out a job that mortals could succeeed at?
(This was presented at Product Camp NYC in July '09.)
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.
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
Customer Value and What Things are Worth (DIT Product Mgmt)Rich Mironov
From my Feb 2014 class time in Dublin Institute of Technology's product management certificate program: a module on quantifying customer value (esp B2B) and how to price software/technology solutions. In-class exercises removed.
Product Management Is Not Optional (EL-SIG/SVForum)Rich Mironov
Intended primarily for an audience of engineering leaders and development managers, with this agenda:
- Product management is about doing the right things. Engineering is about doing things right.
- Prioritization is political and strategic as well as algorithmic
- Symptoms of weak product management and how Engineering can help
This was a talk for SVForm's Engineering Leadership SIG on 21 Aug 2014.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
SEAL offers in-depth expertise and a full spectrum of capabilities to help IT leaders tackle their toughest challenges - from strategies to ensure that their IT delivers real value, to new approaches for achieving meaningful IT transformation, while reducing total cost of ownership.
Prioritization is the most important task product managers do. This presentation looks at different frameworks for prioritization, steps back to examine how products create value, and then offers practical tips to prioritize well.
The document discusses product management basics from an agile perspective. It defines the roles of product managers and product owners, noting that product managers take on a broader strategic role while product owners focus on the development team. It also outlines common failure modes for each role and organizational models for scaling the roles. The conclusion emphasizes that agile has increased the scope of product management work.
Flevy is a marketplace that provides premium business documents such as frameworks, models, and templates. The document lists various reference materials for consultants, grouped into themes like pursuit, proposal development, project management, and client communication. It provides links to materials on topics like selling consulting services, developing proposals, running projects, and delivering presentations. The document serves as a comprehensive guide for consultants to access valuable reference documents.
Webinar - staffing acquiring the best talent for crucial leadership roles-fo...guscicala
This document discusses acquiring the best talent for crucial leadership roles. It begins by outlining challenges in acquiring leadership talent, such as unrealistic timelines, unclear requirements, and overemphasis on technical skills over results. It then provides best practices for the acquisition process, including clearly communicating requirements, finding the best candidates, conducting structured interviews, and selecting the right candidate through an objective review process. The document concludes by discussing next steps such as scheduling a briefing on improving project and portfolio management.
BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA wor...BAFS
Rainer Wendt discusses how business analysts working in the product owner role can help put more business in the driver's seat of agile projects. As product owners from business often lack time and experience to fully own the product backlog, business analysts can support them by defining user stories, acceptance criteria, prioritizing requirements, and facilitating collaboration between business stakeholders and the development team. This shared product owner/business analyst model helps address the common dilemma of part-time product owners from business and bridges communication between business and IT for effective agile delivery.
Joseph Calabria is a sales and project management executive with over 20 years of experience in technology sales, project management, business development, and client/vendor relations. He grew a startup software division into a multimillion dollar company. He offers expertise in B2B sales, C-level sales, systems, hardware, software, and the VAR channel. Calabria is seeking a new opportunity to utilize his proven skills in sales, project management, relationship building, new business development, team leadership, and network/software engineering.
Saeed Khan Lessons from 20 years in Product Management - ProductTank BrisbaneSaeed Khan
Saeed Khan has over 20 years of experience in product management. He has managed over 40,000 hours and 43 products across 16 distinct products. Some of the key lessons he has learned include: understanding customer needs and problems to be solved; balancing the priorities of different teams; and adapting strategies based on market conditions rather than copying others. Managing the lifecycle from developing to retiring products requires navigating organizational politics and building consensus across functions.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
The document discusses bridging business analysis and business architecture. It notes that lines of responsibility around enterprise cohesion and business architecture are often unclear in large organizations. Business stakeholders are seeking more value from business architecture but often receive more complexity. The value and skills required of business analysis and business architecture roles depends on the mandate from the business, whether it is to improve projects, programs/portfolios, business performance, or products/services. A lack of opportunity exists currently for these roles to operate at a high strategic level due to various organizational and political factors. Strategies are discussed for moving these roles up the curve to open more opportunities, such as aligning more closely to planning, providing strategic insights, creating unified cross-discipline teams,
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Nathan Ayer is a product manager and applications engineer with experience launching consumer products. He has over 10 years of experience developing products, building businesses, and exiting companies. Some of his responsibilities have included creating prototypes, performing engineering design reviews, developing financial models, and driving products to market through distribution channels. He also has experience managing projects, improving business performance, and establishing strategic plans.
SAFe® 4.0 Product Manager/Owner with PMPO CertificationMichael Spiller
Flyer for a two-day course, in which you will learn how the roles of Product Manager, Product Owner, Solution Manager, and Epic Owner drive the delivery of value in the Scaled Agile Framework® (SAFe) enterprise.
New Product Development Process: Stages, Activities & OutputsDesign 1st
The document describes Design 1st's product development process, which takes ideas from concept to market. It involves stages for concept design, detailed engineering, pre-production testing, and manufacturing setup. Design 1st has experts in various fields to guide products through each stage, which helps transform ideas into winning products.
James Cote has over 20 years of experience in technical sales and business leadership. He has expertise selling Oracle's Fusion Middleware solutions, with notable deals over $8 million for NYC initiatives. Cote is skilled in solution architecture, process optimization, and business intelligence strategies. His experience also includes sales roles for Open Text, Covia Technologies, and Integrated Development Enterprise.
Business Strategy for Product Managers (2018)Mike Chowla
Overview of strategy frameworks and sources of competitive advantages. Sources of competitive advantages examined are cost advantage, network effect, differentiation. Also looks at Disruptive Innovation.
This document provides guidance on being an assertive manager. It discusses that managers should remain calm and not escalate situations when addressing employee behavior or performance issues. The document advises managers to determine if employees are being difficult due to aggression, passiveness, or assertiveness. It also stresses the importance of respecting others' rights, listening to employees' perspectives, and finding compromise when appropriate. Finally, the document outlines different types of assertive statements managers can use in different situations such as being factual, expressing negative feelings, being empathetic, being responsive, and differing from others.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
SVPMA: Charting a Career Path to Dream Product Management JobSVPMA
SVPMA Jan 2014 monthly event
“Charting a Career Path to Your Dream Product Management Job” with Muffi Ghadiali, VP Product Management, OUYA Inc., Advisor and Lecturer at Stanford CSP
Read more: http://svpma.org/2014/01/january-2014/
SEAL offers in-depth expertise and a full spectrum of capabilities to help IT leaders tackle their toughest challenges - from strategies to ensure that their IT delivers real value, to new approaches for achieving meaningful IT transformation, while reducing total cost of ownership.
Prioritization is the most important task product managers do. This presentation looks at different frameworks for prioritization, steps back to examine how products create value, and then offers practical tips to prioritize well.
The document discusses product management basics from an agile perspective. It defines the roles of product managers and product owners, noting that product managers take on a broader strategic role while product owners focus on the development team. It also outlines common failure modes for each role and organizational models for scaling the roles. The conclusion emphasizes that agile has increased the scope of product management work.
Flevy is a marketplace that provides premium business documents such as frameworks, models, and templates. The document lists various reference materials for consultants, grouped into themes like pursuit, proposal development, project management, and client communication. It provides links to materials on topics like selling consulting services, developing proposals, running projects, and delivering presentations. The document serves as a comprehensive guide for consultants to access valuable reference documents.
Webinar - staffing acquiring the best talent for crucial leadership roles-fo...guscicala
This document discusses acquiring the best talent for crucial leadership roles. It begins by outlining challenges in acquiring leadership talent, such as unrealistic timelines, unclear requirements, and overemphasis on technical skills over results. It then provides best practices for the acquisition process, including clearly communicating requirements, finding the best candidates, conducting structured interviews, and selecting the right candidate through an objective review process. The document concludes by discussing next steps such as scheduling a briefing on improving project and portfolio management.
BAFS 2015 Genève : Rainer Wendt - More business in the driver's seat : BA wor...BAFS
Rainer Wendt discusses how business analysts working in the product owner role can help put more business in the driver's seat of agile projects. As product owners from business often lack time and experience to fully own the product backlog, business analysts can support them by defining user stories, acceptance criteria, prioritizing requirements, and facilitating collaboration between business stakeholders and the development team. This shared product owner/business analyst model helps address the common dilemma of part-time product owners from business and bridges communication between business and IT for effective agile delivery.
Joseph Calabria is a sales and project management executive with over 20 years of experience in technology sales, project management, business development, and client/vendor relations. He grew a startup software division into a multimillion dollar company. He offers expertise in B2B sales, C-level sales, systems, hardware, software, and the VAR channel. Calabria is seeking a new opportunity to utilize his proven skills in sales, project management, relationship building, new business development, team leadership, and network/software engineering.
Saeed Khan Lessons from 20 years in Product Management - ProductTank BrisbaneSaeed Khan
Saeed Khan has over 20 years of experience in product management. He has managed over 40,000 hours and 43 products across 16 distinct products. Some of the key lessons he has learned include: understanding customer needs and problems to be solved; balancing the priorities of different teams; and adapting strategies based on market conditions rather than copying others. Managing the lifecycle from developing to retiring products requires navigating organizational politics and building consensus across functions.
Bridging business analysis and business architecture - The Open Group webinarCraig Martin
The document discusses bridging business analysis and business architecture. It notes that lines of responsibility around enterprise cohesion and business architecture are often unclear in large organizations. Business stakeholders are seeking more value from business architecture but often receive more complexity. The value and skills required of business analysis and business architecture roles depends on the mandate from the business, whether it is to improve projects, programs/portfolios, business performance, or products/services. A lack of opportunity exists currently for these roles to operate at a high strategic level due to various organizational and political factors. Strategies are discussed for moving these roles up the curve to open more opportunities, such as aligning more closely to planning, providing strategic insights, creating unified cross-discipline teams,
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Nathan Ayer is a product manager and applications engineer with experience launching consumer products. He has over 10 years of experience developing products, building businesses, and exiting companies. Some of his responsibilities have included creating prototypes, performing engineering design reviews, developing financial models, and driving products to market through distribution channels. He also has experience managing projects, improving business performance, and establishing strategic plans.
SAFe® 4.0 Product Manager/Owner with PMPO CertificationMichael Spiller
Flyer for a two-day course, in which you will learn how the roles of Product Manager, Product Owner, Solution Manager, and Epic Owner drive the delivery of value in the Scaled Agile Framework® (SAFe) enterprise.
New Product Development Process: Stages, Activities & OutputsDesign 1st
The document describes Design 1st's product development process, which takes ideas from concept to market. It involves stages for concept design, detailed engineering, pre-production testing, and manufacturing setup. Design 1st has experts in various fields to guide products through each stage, which helps transform ideas into winning products.
James Cote has over 20 years of experience in technical sales and business leadership. He has expertise selling Oracle's Fusion Middleware solutions, with notable deals over $8 million for NYC initiatives. Cote is skilled in solution architecture, process optimization, and business intelligence strategies. His experience also includes sales roles for Open Text, Covia Technologies, and Integrated Development Enterprise.
Business Strategy for Product Managers (2018)Mike Chowla
Overview of strategy frameworks and sources of competitive advantages. Sources of competitive advantages examined are cost advantage, network effect, differentiation. Also looks at Disruptive Innovation.
This document provides guidance on being an assertive manager. It discusses that managers should remain calm and not escalate situations when addressing employee behavior or performance issues. The document advises managers to determine if employees are being difficult due to aggression, passiveness, or assertiveness. It also stresses the importance of respecting others' rights, listening to employees' perspectives, and finding compromise when appropriate. Finally, the document outlines different types of assertive statements managers can use in different situations such as being factual, expressing negative feelings, being empathetic, being responsive, and differing from others.
The document discusses assertive behavior and provides tips for being more assertive. It defines assertive behavior as acting in one's own best interest without undue anxiety while respecting others. It notes that assertiveness reduces stress, improves decision making, and helps handle difficult people. Some assertiveness techniques discussed include using "I" statements, maintaining eye contact, speaking confidently, listening actively, and saying "no" directly but briefly. Fogging and inquiry techniques are also presented to respond to criticism assertively without being aggressive.
The document discusses assertive communication techniques. It defines assertiveness as being confident and persistent without being aggressive. It provides a 12 step process for communicating assertively, including using "I" statements and discussing goals/accomplishments. It also outlines a 4 step ("DESC") process for addressing problems assertively by describing issues, expressing feelings, specifying solutions, and outlining consequences. Being assertive can help manage change, resolve conflicts, reduce stress, and make workplaces more productive.
This document discusses social styles and the importance of understanding your own social style as well as others' styles. It identifies the four main social styles - amiable, driver, analytical, and expressive - which are determined by combinations of assertiveness and responsiveness. Understanding social styles allows for effective communication by adapting your style to fit others, leading to better relationships. Self-awareness of your style helps communicate well at work.
Communication is a complex process that involves behaviors, relationships, and meaning being generated and transmitted through various channels. It occurs at the intrapersonal, interpersonal, and public levels. Effective interpersonal communication allows for problem solving, sharing ideas, decision making, and personal growth. Communication includes both verbal and nonverbal elements and can be impacted by barriers such as developmental stage, perceptions, emotions, sociocultural background, roles, relationships, and environment. Nurses aim to improve communication through active listening, empathy, and building trust and autonomy in therapeutic relationships with patients.
This document provides an introduction and overview of the SOCIAL STYLES model. It discusses the objectives of understanding one's own social style and how it can help improve interactions with others. It defines key concepts like behavior, personality, assertiveness and responsiveness. It introduces the four social styles - analytical, driving, amiable and expressive - and how they are positioned based on levels of assertiveness and responsiveness. The document provides tools and exercises for participants to determine their own social style and develop strategies to improve effectiveness with others.
This document contains 20 analogies questions with 5 answer options each. It tests one's ability to understand relationships between pairs of words and concepts. The answers provided at the end analyze each question to explain the logical relationship between the paired words or concepts in the correct answer choice.
A quick overview of the effective Social Styles model. Increase group performance by learning how to deal with Analysers, Drivers, Amiables and Expressives.
This document discusses the benefits of implementing an electronic medical records (EMR) system for perinatal care. It notes that EMRs can help reduce medical errors, improve communication and patient safety, and support clinical decision making. The document also outlines how EMRs can help healthcare organizations meet meaningful use criteria, enhance defensive medicine practices, and potentially improve their financial bottom line over time. Overall, the document advocates for EMR adoption in perinatal care due to the clinical benefits and opportunities it provides.
The document contains the time table for the 4th semester from January 2012 to March 2012. It lists the course topics and timings for each day of the week. Courses include financial planning, mergers and acquisitions, marketing, investment banking, and more. The instructors for each course are also provided.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Wireless networking in schools provides mobility for students and supports e-learning. It allows students to access the curriculum and research resources from anywhere in the school using devices like laptops and tablets. Wireless networks eliminate the need to run cables and wires, making installation faster and more flexible. They also reduce costs compared to wired networks. While wireless improves access and mobility, schools must also implement security measures to protect their network and devices on it. Newer wireless standards like 802.11ac provide faster speeds and greater capabilities to meet the needs of students' use of technology in schools.
The three year media program plan outlines several reading promotion events including Read Across America where community members read to students and discuss their jobs, an Olympic reading contest where students read from a prepared book list for ribbons, and a book character parade where students dress up and share their favorite book. The plan also includes Everybody Read Day with a classroom reading campout, decorating classroom doors as books, and a Hats Off to Reading event where students make hats promoting their favorite stories.
Revealing the Reality: Digital Competences in the Initial Teacher Education. ...Almu Alonso
This study examines pre-service teachers' perceptions of their digital competence knowledge developed during initial teacher education programs in Spain. Interviews and focus groups were conducted with students, and teacher education programs were analyzed. The results showed that students felt their digital competence knowledge focused more on basic instrumental skills rather than broader aspects, and was primarily developed outside of their university programs. Both students and curriculum analysis indicated digital competence is inadequately addressed in initial teacher education in Spain.
Applying for an MBA / MS? Let Spanedea guide you.Spanedea - India
Useful information for anyone planning to pursue an MBA or MS program was discussed during this Webinar conducted by Spanedea. A comprehensive routine was proposed and laid out for an aspirant; from how to prepare for MBA /MS right up to securing a seat successfully in a reputed program. Also get familiar with the process, and checkout options like the ISB YLP program and HBS 2+2 program. Of course it all begins with getting a great GRE / GMAT score; Spanedea's online coaching for GMAT and GRE are very effective; we offer high quality online tutoring for these prep programs.
2017 04 product camp how to be strategicPhil Burton
This presentation was given at the 2017 Silicon Valley Product Camp.
An effective product strategy leads to more revenue and market share. If you are consumed by day-to-day issues and don't know how to get started with formulating a strategy for success, this session will show you some powerful tools and concepts for analysis and strategy formulation. The key to developing a strategy is addressing the right issues and not getting bogged down in too much detail.
What separates best–in–class companies from other companies? It is usually the manner in which they provide high value products and unique experiences to customers in carefully chosen markets. Product Management encompasses a set of business practices which, when viewed holistically, helps the firm achieve its goals for product profitability and market share. Product Management is, in a nutshell, the business management of products, represented by how firms create, develop, and manage products and services across their life cycles.
https://www.sequentlearning.com/webinars
Employee Advocacy: Training and Activation Best PracticesLiz Bullock
Liz Bullock shares best practices on both training and activating employees to align with business goals. Examples from Adobe, Dell and others. Presented via BrightTALK on November 20, 2014
Salesforce delivers innovative experiences and vision to our customers every day. Learn from the Global Innovation Solutions team exactly how they build innovation into our process, product, and culture.
Using Brand Advocates (Employees) for InfluenceLiz Bullock
Employees play a critical role in providing authenticity and trust and scalability in this new social media era. More customers are moving online and making peer-to-peer decisions and want to connect with everyday employees. Liz Brown Bullock shares how Dell and other companies are training and activating employees to further connect with customers and prospects online. Additionally, this presentation shares how to strategically think about preparing your organization to activate employees as brand advocates.
Employees play a critical role in providing authenticity and trust and scalability in this new social media era. More customers are moving online and making peer-to-peer decisions and want to connect with everyday employees. Liz Brown Bullock shares how Dell and other companies are training and activating employees to further connect with customers and prospects online. Additionally, this presentation shares how to strategically think about preparing your organization to activate employees as brand advocates.
The document provides guidance on driving sustainable user adoption of SharePoint and Office 365 through a 5 step approach: 1) Secure stakeholder buy-in by aligning the SharePoint vision with business goals; 2) Map SharePoint capabilities to business value through prioritized use cases; 3) Facilitate purposeful collaboration around key use cases; 4) Drive success through governance, training and support; 5) Continuously evaluate and adapt the approach through feedback and measurement of outcomes. The overall goal is to minimize disruption from changes and encourage an organizational culture that embraces ongoing evolution with SharePoint.
This document summarizes a presentation on leveraging technology transfer from other industries to drive innovative product development in education technology. It discusses identifying innovations in areas like computer science, machine learning and business models that could be applied to education. The presentation provides definitions, examples of transferable areas between industries, sources to discover innovations, techniques for prototyping, and how to apply these ideas to outmaneuver competitors and achieve market leadership through innovation in education technology products.
Lessons in B2B Product Management & Solutions Marketing for Enterprise So...Chris Aulbach
This document provides lessons learned from over 15 years of experience in product management and solution marketing for enterprise software. It covers two main areas: market/customer facing lessons and internal/company facing lessons. Some of the key lessons include understanding customers deeply, focusing on strategic value over features, executing effectively on roadmaps and requirements, and leveraging data and relationships to influence others within the company. The document emphasizes balancing both business and customer perspectives to successfully manage products.
Moving from Traditional to Connected Support: Delivering Better Customer Expe...Support.com
Self-service and changes in customer behavior
How self-service is impacting the demand on support agents
How we’ve seen companies adapting their approach to support
This webinar discusses shadow IT and provides 5 steps for IT to improve relationships with business units and take back control. The presenters define shadow IT, explain why it is growing due to business perceiving IT as too slow, and the risks it poses. They then outline 5 steps: 1) understand current perceptions of IT, 2) understand business needs, 3) build a shared roadmap, 4) create a culture of service, 5) implement services based on the roadmap. The webinar aims to provide best practices for IT service delivery and improving business-IT relationships.
Salesforce has built success at scale over 17 years by developing key programs and processes. They launched a customer success program in 2003 and have since grown it to include 3000+ people supporting 150k+ customers. Salesforce scales customer engagements through a combination of process, data, technology, and people. They measure success through metrics like invitation rates, engagement rates, usage increases, and customer satisfaction.
Leading Transition From Strategy Development to DeploymentHuman Capital Media
The world’s best strategy is useless without employees mobilized to execute it. While there are hundreds of business books dedicated to how to develop a strategy, few explain its deployment and why 80 percent of new strategies fail to yield results. In this session, David Dart, vice president of human resources at Celanese Corp., will discuss key steps in transitioning a strategy from development to deployment and how the human resources function should lead this activity.
In this session, attendees will learn:
• The definition of an operating model and how it fits into strategy deployment.
• The key steps in developing an operating model for your organization.
• Methods of deploying an operating model effectively to ensure anticipated results are achieved.
Speaker: David Dart, Vice President, Human Resources – Specialized Materials, Celanese, Inc.
This document summarizes the findings of a 2015 study on product team performance. It discusses the respondents to the survey, which were primarily people involved in product development from technology, services, and consumer products companies. It then outlines key findings on product team dynamics, including trends in development methodologies and job satisfaction levels. Specifically, it finds that agile adoption may be leveling off while satisfaction remains high. The document also identifies four factors that contribute to high performance: strategic decision making ability, frequent standup meetings, quick problem resolution, and involvement of user experience professionals.
Product Manager vs Product Owner: Who does what? - sv pcamp mar-18Roger Snyder
Ever wonder what the difference is between a Product Manager & a Product Owner? Are you not sure what each one should be doing? How can you optimize the relationship between these two crucial roles?
If these are your questions, than this preso is for you?
This is the deck from the Big Data and Social Insights breakout session from the Becoming a Customer Company event on July 17th, 2013. For more information, please head to magnet360.com
How Okta Created a Customer Community To Drive Engagement and Manage Support ...7Summits
Customers expectations have changed. Customers no longer want to pick up the phone to call you every time they have a question. They are sick of long hold times, incorrect answers from uninformed agents, and having to call you back multiple times. Today, customers expect to be able to find those answers online. Learn how Okta used community to drive down website support costs while driving engagement.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...dsnow9802
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Sethurathnam Ravi: A Legacy in Finance and LeadershipAnjana Josie
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
Make it or Break it - Insights for achieving Product-market fit .pdfResonate Digital
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.