Keith hopper - General Assembly Product Roundtable
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This document discusses how to successfully introduce new skills and ideas into an organization. It suggests focusing on one small, near-term goal and deploying a small team for a short time to avoid analysis paralysis. Equipping people with modern product skills and creating small wins can help motivate change. Managing relationships by being genuinely interested in others, not forcing your own ideas, and being enthusiastic can help win allies and influence people towards the desired changes. The overall message is that change needs to be managed carefully by directing people towards small, achievable goals and addressing both logical and emotional motivations.
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Watch REPLAY here:
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留信网认证的作用:
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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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.
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◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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- 1. Bringing it Back: A discussion on how to successfully bring new skills and big ideas into your current organization or your next job keith@keithhopper.com @khopper
- 2. Discussion • Your Name • Where you’re at (or where you’d like to be headed) • What you’d like to get out of this discussion
- 3. The Need for Modern Product Thinking is Enormous • Wasted time and effort • Current practices are largely outdated • Teams are inefficient • Best employees will leave • Competitive advantage • High product failure rate • Digital disruption
- 4. Modern Product Thinking AGILE (fixed-time iterations) LEAN (experimentation) DESIGN THINKING (user-centric)
- 5. The Problem • Stakeholders and customers want features, not processes • Peers and managers can be threatened by new ideas • NIH • Organizations often resist or question change • Buy-in from the top is not easy or even possible • You don’t necessarily have the authority
- 6. Discussion • Where have you struggled in the past (or expect to struggle in the future) around bringing in new methods or big ideas? • What has worked?
- 7. Getting Stuff Done Through Others Manage Change: Motivate and direct people towards change Manage Relationships: Win friends and influence people Which of these is a better strategy? When / why?
- 8. The Rider & the Elephant
- 9. Riders, Elephants & Paths
- 10. Elephants & Riders Have Issues • Riders get overwhelmed with options • Riders focus on problems, doubt • Riders get stuck in planning and analysis • Elephants do what is familiar, safe • Elephants don’t listen to reason for long • Elephants are motivated by fear
- 11. Direct the Rider • Focus on one, small behavior change • Create a single, achievable, near-term goal • Fight analysis by doing • Script the critical moves with specific and clear instructions on how to proceed • Help visualize a near-term destination Have you used any of these techniques? Do you see them working at your company? Why or why not?
- 12. Motivate the Elephant • Address emotions, not logic – Social pressure, FOMO, pride, fear, safety, hope • Shrink the change, but make it meaningful • Create wins and immediate gratification • Expect and permit failure “en route” • Grow people: build reassurance and confidence Have you used any of these techniques? Do you see them working at your company? Why or why not?
- 13. Shape the Path (Make the Journey Easier) • Avoid breaking existing habits • Build new habits • Give the team real skills and practice • Find the bright spots and highlight – behavior is contagious Have you used any of these techniques? Do you see them working at your company? Why or why not?
- 14. How to Change Product Thinking • Focus on one small, near-term goal • Deploy a small team for a short timeframe • Deploy a proven, highly structured process • Avoid analysis paralysis through execution • Equip people with modern product skills • Create and celebrate small wins • Understand what’s working and highlight
- 16. Be Genuinely Interested • What do others care about? • Understand what matters to people and what makes them tick • Practice empathy; listening • Give them what they want
- 17. Don’t Force Your Ideas • Avoid arguments over what you want – “The only way to get the best of an argument is to avoid it” • Ask others for advice • Let them have the idea • Understand the outcomes you both want and bring them half way with questions
- 18. Be Enthusiastic • Find co-conspirators; set up 1-on-1 time • Find bright spots; get behind others driving change and highlight their success • Timing is key • Dramatize your ideas; make problems tangible