I made this note and presentation for the executives in my company. We discuss how the product organization should be evolving and how we can create a strong innovative company.
Inspired is one of the best books to introduce you to product management. And it's also a strong one that can be easily read and understood by the business and non-product people in the company.
Marty talks about the hard parts of Product Management - People, Process, Product and Culture. For more detail about the talk, see our Meetup page here:
https://www.meetup.com/ProductTank-Auckland/events/248013722/
Want to sharpen your Product Management Skills and network with awesome people from the Auckland Product Management Community? Then join us at ProductTank Auckland:
https://www.meetup.com/ProductTank-Auckland/
EMPOWERED - Achieving Extraordinary Results with Ordinary People" by Marty CaganProductized
In this PRODUCTIZED keynote, Marty Cagan discusses the critical traits and behaviors of many of our industry’s best product teams. Marty has had the extremely good fortune to be able to work with many of the very best technology product teams in the world. People creating the products you use and love every day. Teams that are literally changing the world. What he has learned is that there is a profound difference between how the very best product companies create technology products, and the rest. There are differences that cover everything from how the leaders behave, to the level of empowerment of teams, to how the organization thinks about funding, staffing and producing products, down to how product, design and engineering collaborate to discover effective solutions for their customers. With a grateful nod to Ben Horowitz’s classic Good Product Manager/Bad Product Manager, for those that have not yet had the opportunity to participate in, or observe a strong product team up close, in this keynote, Marty gives us a glimpse into some of the important differences between strong product teams and weak teams.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Marty talks about the hard parts of Product Management - People, Process, Product and Culture. For more detail about the talk, see our Meetup page here:
https://www.meetup.com/ProductTank-Auckland/events/248013722/
Want to sharpen your Product Management Skills and network with awesome people from the Auckland Product Management Community? Then join us at ProductTank Auckland:
https://www.meetup.com/ProductTank-Auckland/
EMPOWERED - Achieving Extraordinary Results with Ordinary People" by Marty CaganProductized
In this PRODUCTIZED keynote, Marty Cagan discusses the critical traits and behaviors of many of our industry’s best product teams. Marty has had the extremely good fortune to be able to work with many of the very best technology product teams in the world. People creating the products you use and love every day. Teams that are literally changing the world. What he has learned is that there is a profound difference between how the very best product companies create technology products, and the rest. There are differences that cover everything from how the leaders behave, to the level of empowerment of teams, to how the organization thinks about funding, staffing and producing products, down to how product, design and engineering collaborate to discover effective solutions for their customers. With a grateful nod to Ben Horowitz’s classic Good Product Manager/Bad Product Manager, for those that have not yet had the opportunity to participate in, or observe a strong product team up close, in this keynote, Marty gives us a glimpse into some of the important differences between strong product teams and weak teams.
This presentation offers best practices and lessons learned regarding finding and developing Agile Product Owners. The presentation goals are:
- Understand the value of the Product Owner;
- Provide real-world applications of CSPO training;
- Offer ideas for positively influencing team members; and
- Offer suggestions for continuous improvement.
Product Manager 101: What Does A Product Manager Actually Do?Chris Cummings
This is an expanded and updated version of the original Product Manager 101. The purpose is to explain the role of the product manager and product management to new and prospective PMs as well as those who will interact with PMs.
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
The Lean Product Playbook provides specific, step-by-step guidance on how to apply Lean Startup ideas. In his talk, Dan describes an actionable model for product-market fit and a 6-step process that explains how to rapidly iterate based on customer feedback, illustrated with real world examples.
Key takeaways:
• Lean Startup principles.
• The Lean Product Process: a methodology for achieving product-market fit.
How IT services companies who want to build non linear growth models need to make the necessary shifts internally to be able to innovate in product creation
Platforms for the Future of Work, Roger Dickey, GigsterLean Startup Co.
Automation, innovative management practices, and real-time communication tools are creating new models for skilled work. Every professional relies on software to structure and assist their work, and as that software becomes more intelligent it will gradually play a larger role in day-to-day tasks. Eventually, AI-powered platforms will facilitate complex work (from taxes to lawsuits) as easily as Uber calls a cab. Roger Dickey, the founder and CEO of freelance developer platform Gigster, will discuss how marketplaces and intelligent software can combine to improve and accelerate professional work, while making it more fulfilling, more profitable, and more accessible.
The elusive hunt for finding product/market fit in your early startup is never easy. Here's some best practices from my own experiences founding & advising startups to bring discipline to that process.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The Product Owner is the keeper of the requirements. He or she provides the single source of truth for the Team regarding requirements and their planned order of implementation. The Product Owner role in an Agile product development organization requires the knowledge and skills of a product manager, business analyst, and project manager. This presentation focuses on providing easy to implement, bite-size, practices that product owners can utilize for efficiency in daily tasks.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
Scrum Refresher you can run for your organisation or Scrum team. Scrum values, Scrum framework, Scrum roles.
Copy what you need to your own presentation.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
Game Product Discovery: Validation & IterationMartyn Jones
Slides & notes from a recent Product Tank presentation. I talk through Product Management and how I think it relates to Game Design, in particular how to apply the Discovery process
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
How to Achieve Product-Market Fit - Dan OlsenTraction Conf
Everyone working on a product is trying to achieve the same goal: product-market fit. But most products fail to do so. Product management expert Dan Olsen will share his simple but effective framework for achieving product-market fit from his book The Lean Product Playbook. He will explain his Product-Market Fit Pyramid and The Lean Product Process, a 6-step methodology that guides you through how to:
1. Determine your target customer
2. Identify underserved customer needs
3. Define your value proposition
4. Specify your MVP feature set
5. Create your MVP prototype
6. Test your MVP with customers
Dan will illustrate these concepts with real-world examples and a comprehensive case study. Come learn how to turn product management into more of a science than an art to improve your odds of success.
Becoming agile with Peapod Labs Sr. Product OwnerPromotable
What is Agile and what does it have to do with Product Management? We always hear companies use jargon like Agile. We know it's important, however many people don't understand what it is, when or why to use it and how to get started implementing Agile into your company's processes.
Takeways:
What is Agile? A mindset, not just a process
How to get started?
Development Cycle: From Project to Backlog
Agile Product Development Live cycle
Building an Agile Mindset into a Company’s Transformation.
About the Instructor: Rodrigue Carneiro is a Senior Product Manager at Peapod Digital Labs. He was previously a Sr. Product Manager at Ahold Delhaize, a large European company with a total of 21 brands with 6500 stores. Including Peapod Digital Labs, Food Lion, and Giant grocery stores.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
The Lean Product Playbook provides specific, step-by-step guidance on how to apply Lean Startup ideas. In his talk, Dan describes an actionable model for product-market fit and a 6-step process that explains how to rapidly iterate based on customer feedback, illustrated with real world examples.
Key takeaways:
• Lean Startup principles.
• The Lean Product Process: a methodology for achieving product-market fit.
How IT services companies who want to build non linear growth models need to make the necessary shifts internally to be able to innovate in product creation
Platforms for the Future of Work, Roger Dickey, GigsterLean Startup Co.
Automation, innovative management practices, and real-time communication tools are creating new models for skilled work. Every professional relies on software to structure and assist their work, and as that software becomes more intelligent it will gradually play a larger role in day-to-day tasks. Eventually, AI-powered platforms will facilitate complex work (from taxes to lawsuits) as easily as Uber calls a cab. Roger Dickey, the founder and CEO of freelance developer platform Gigster, will discuss how marketplaces and intelligent software can combine to improve and accelerate professional work, while making it more fulfilling, more profitable, and more accessible.
The elusive hunt for finding product/market fit in your early startup is never easy. Here's some best practices from my own experiences founding & advising startups to bring discipline to that process.
Enjoyed this presentation? Subscribe to my weekly essays at http://www.sachinrekhi.com
The Product Owner is the keeper of the requirements. He or she provides the single source of truth for the Team regarding requirements and their planned order of implementation. The Product Owner role in an Agile product development organization requires the knowledge and skills of a product manager, business analyst, and project manager. This presentation focuses on providing easy to implement, bite-size, practices that product owners can utilize for efficiency in daily tasks.
The Unicorn Project and The Five Ideals (Updated Dec 2019)Gene Kim
It is impossible to overstate how much I’ve learned since co-authoring The Phoenix Project, DevOps Handbook, and Accelerate. I’m so excited that after years of work, The Unicorn Project will be published later this year.
This book is my attempt to frame what I’ve learned studying technology leaders adopting DevOps principles and patterns in large, complex organizations, often having to fight deeply entrenched orthodoxies. And yet, despite huge obstacles, they create incredibly effective and innovative teams that create beacons of greatness that inspire us all.
In this book, we follow a senior lead developer and architect as she is exiled to the Phoenix Project, to the horror of her friends and colleagues, as punishment for contributing to a payroll outage. She tries to survive in what feels like a heartless and uncaring bureaucracy, forced to work within a system where no one can get anything done without endless committees, paperwork, change requests, and approvals. Decades of technical debt make even small changes difficult or impossible, often causing catastrophic outcomes and fear of punishment.
I get tremendous delight and gratification that this book is not about the bridge crew of the Starship Enterprise -- instead, it is about redshirt engineers, which as it turns out, whose heroic work matters most to the long-term survival of almost every organization.
In my previous books, I’ve focused on principles and practices (e.g., Three Ways, Four Types of Work). However, I’ve always wanted to describe the spectrum of cultural, experiential and value decisions we make that either enable greatness, or create chronic suffering and underperformance. They are currently as follows:
• The First Ideal — Locality and Simplicity
• The Second Ideal — Focus, Flow and Joy
• The Third Ideal — Improvement of Daily Work
• The Fourth Ideal — Psychological Safety
• The Fifth Ideal — Customer Focus
In this talk, I’ll share with you my goals and aspirations for The Unicorn Project, describe in detail the Five Ideals, along with my favorite case studies of both ideal and non-ideal, and why I believe more than ever that DevOps will be one of the most potent economic forces for decades to come.
Scrum Refresher you can run for your organisation or Scrum team. Scrum values, Scrum framework, Scrum roles.
Copy what you need to your own presentation.
Agile2016: Intro to Agile Product ManagementRich Mironov
Product owner is a critical role for agile/scrum teams, as a key stakeholder and representative of users, customers or markets. Commercial software companies have a broader role - product manager - responsible for identifying market needs/opportunities, making product-level decisions and managing sales/customer relationships on behalf of executives. This talk maps out product owners and software product managers, with approaches to meet all of the product needs for a market-successful product. (reprise from Agile2015)
Game Product Discovery: Validation & IterationMartyn Jones
Slides & notes from a recent Product Tank presentation. I talk through Product Management and how I think it relates to Game Design, in particular how to apply the Discovery process
Building a Compelling Value Proposition - Competitive Advantage for StartupsMichael Skok
Developed for the Harvard Innovation Lab workshop series on Startup Secrets.
This is part 1 of the 5 part series by Michael J Skok on how to get competitive advantage as a startup.
Michael's slides are the agenda for the workshop, and are NOT self contained. For fuller coverage of the slides, visit Michael's website http://www.mjskok.com/
How to Achieve Product-Market Fit - Dan OlsenTraction Conf
Everyone working on a product is trying to achieve the same goal: product-market fit. But most products fail to do so. Product management expert Dan Olsen will share his simple but effective framework for achieving product-market fit from his book The Lean Product Playbook. He will explain his Product-Market Fit Pyramid and The Lean Product Process, a 6-step methodology that guides you through how to:
1. Determine your target customer
2. Identify underserved customer needs
3. Define your value proposition
4. Specify your MVP feature set
5. Create your MVP prototype
6. Test your MVP with customers
Dan will illustrate these concepts with real-world examples and a comprehensive case study. Come learn how to turn product management into more of a science than an art to improve your odds of success.
Becoming agile with Peapod Labs Sr. Product OwnerPromotable
What is Agile and what does it have to do with Product Management? We always hear companies use jargon like Agile. We know it's important, however many people don't understand what it is, when or why to use it and how to get started implementing Agile into your company's processes.
Takeways:
What is Agile? A mindset, not just a process
How to get started?
Development Cycle: From Project to Backlog
Agile Product Development Live cycle
Building an Agile Mindset into a Company’s Transformation.
About the Instructor: Rodrigue Carneiro is a Senior Product Manager at Peapod Digital Labs. He was previously a Sr. Product Manager at Ahold Delhaize, a large European company with a total of 21 brands with 6500 stores. Including Peapod Digital Labs, Food Lion, and Giant grocery stores.
From Product Vision to Story Map - Lean / Agile Product shapingJérôme Kehrli
A lot of Software Engineering projects fail for a lack of shared vision due to poor communication among people involved in the project.
A sound maintenance of the product backlog can only be achieved if all the people have a good understanding of what they have to do (common vision).
Roman Pichler, in a post originally written in Jul 16 2012, has proposed a really interesting approach: use various canvas to create and share product vision and product backlog creation and refinement.
This presentation is a drive through these various boards and canvas that should be designed in prior to any product development: the Product Vision, the Lean Canvas, The Product Definition and the Story Map.
Tales of {Good Teams'} Failures - Case Studies, Root Causes & RecommendationsMirketa Inc
This article is a collection of short case studies where teams failed to meet the expected results. The underlying companies were of different sizes, culture and industries. The only thing common across the board was the quality of the people – all the teams had bright individuals that had a track record of success.
About the Author --
Rajeev Kumar is a senior partner at Mirketa Inc. Rajeev specializes in managing complex programs, developing lean processes & teams and setting up governance. He has over 18 years of experience working in executive, middle management and individual contributor roles at startups and fortune 500 companies from different industries and countries. Prior to Mirketa, Rajeev founded 2 startups in the financial planning and event management space.
How to build a successful startup - Complete guide to starting upRajat Dangi
Here's the complete guide to starting up. I tried to cover the product at an early stage, hiring, team building, growth, marketing, founder's role, and management practices. Each slide has further reading resources to learn more on each topic.
I briefly touched upon Product Market Fit (PMF), 10 ways to get the first 1000 users, 10 ways to make product viral, and building product in the long run.
If you have doubts or need more resources to read on each topic, contact me on Twitter @TheRajatDangi
My side projects can be found at https://byxyz.net. To know more about me: https://about.me/rajatdangi.
Framework Thinking - 7 Frameworks To Skyrocket Your CareerSean Johnson
Discover how to leverage frameworks to become more effective and gain influence in your organization.
Learn more about Framework thinking here: http://www.sean-johnson.com/framework-thinking
Product Sense (also called Product Intuition or Product Judgement) is the ability to understand what makes a product great. In other words, product sense is very important skill to all product managers. While the name sounds like you’re either born with it or you’re not, Product Sense is just a skill, and like any skill it can get better with practice. I will share my framework and learnings that has helped in improving my product sense in last two years.
Main takeaways:
- Framework of learning and improving your product sense
- Learn how to do your skill gap analysis and ideas to level up
- How to build it as a muscle and create successful products
Tapping into your market: how to develop a framework to make sense of user fe...Emma Hill
As a Product Manager turned Customer Success Manager, I share my tips on creating a manageable framework for making it easier for your organisation to get value out of your feedback from internal and external stakeholders.
Jaleh Rezaei - How to build a scalable growth engine through speed: 5 actiona...SaaStock
To win in the current market, your marketing strategy means life or death for your business. When it comes to building scalable growth, most marketers and CMOs have it wrong. They focus on content quality, channel strategy and planning, when they should be focused on one thing and one thing only -- SPEED. In this session Jaleh will share actionable strategies that any marketing team can adopt to move 10 times faster and stop wasting time building high quality campaigns that don’t work.
From talk to CTO School in NYC
- what is good product management
- how engineering can be a good partner to product (and how to structure product leadership)
- how to hire
Are your Product Managers using an appropriate framework? What do Sales, Implementations and your customers say about your products? Is too much time spend on process, and not enough on value and outcomes?
These are some ideas on a simple framework for Product Management that might work for you.
Growing Your Product Management Career by Compass Sr PMProduct School
Main takeaways:
- Get in your reps: Turn customer empathy into customer obsession
- Turn dreams into reality: Expand the vision of your current product area
- Can you heard me now: Communicate what you’ve learned (customer obsession), where you’re going (Product vision), and why it matters
Best Practices for Early Stage Product DevelopmentAmr Basha
Product management best practices for early stage product development.
This presentation is based on a study I mad in the company I work for "Arkony" to try to fix things after I finished reading "Inspired" book.
What Is Product Management_ by Intercom Product Leader.pdfProduct School
Main takeaways:
- Role of ‘Product Manager’ varies a lot depending on multiple factors. It’s important to be aware of this variation, especially as an early-career PM to be able to make the right decisions.
- There are common elements to a product role. There are (soft) skills you can improve on which will help you throughout your PM career. The best way to improve these skills is to find learning opportunities to refine these skills.
- Product Management role is not-so-easy to fit in the dichotomy of good and bad, right or wrong. Product work is a multi-faceted decision-making process that doesn’t always have a clear winner.
- The first rule of learning Product Management is doing Product Management. It’s not a job with an easy learning process. People from diverse backgrounds can and are encouraged to get into Product Management.
Building new products - sundar rajan - introduction (part 1)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 fictious product using the discovery process to understand this methodology.
How to leverage your work with a Product Mindset - Mark Opanasiuk.pdfMark Opanasiuk
How to leverage your work with a Product Mindset - Mark Opanasiuk
1. What is a Product Mindset?
2. Product Thinking Mindset on Personal level.
3. Product Mindset on Organization level.
Similar to Notes on Inspired: How to Create Products Customers Love by Marty Cagan (20)
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Notes on Inspired: How to Create Products Customers Love by Marty Cagan
1. This is some notes from Cagan’s Inspired book. I presented it for the
executives in my company to help them understand what Product really is and
how to collaborate with us.
It wasn’t designed well, but I added notes to where the discussion supposed
to be deeper. Email me at ivan.nashara@efishery.com for feedbacks.
How to be Inspired
2. First, let’s remember why the modern product
management is needed
It’s the story taken from Scrum: The Art of
Doing Twice the Work in Half the Time
3. The FBI Project Case
Initial Software (VCF):
$600 million -- Scraped
Gen 2 Software (Sentinel):
$405 million -- half the project,
need another $350 million
4. With Scrum:
20% manpower
$20 million
18 months
read here: https://resources.collab.net/blogs/case-study-of-a-difficult-federal-government-scrum-
project-fbi-sentinel
7. Holistic Product
What is product?
Functionality, the features
Also the tech, that enables the functionality
Includes user experience design that presents
the functionality
Includes how to attract and acquire users
Also any offline experience that essential to
deliver product’s value
8. Holistic Product
My personal note:
Every process in the company can be counted
as product process. It’s what differentiate a
product company and a conventional one
The 101 is: when you see a process as part of
the product, you implement the product
mindset on that process, you iterate it, you
continuously improve it
12. Discovery and
Delivery
My personal note:
Inspired strongly suggest to tackle all the risks upfront.
Do extensive research, rigorous prototyping, so you have
the idea of a car just before you decide to build a car. It
what helps the business lean and make the team much
more efficient
13. Discovery - 4 Big
Risks
1. Will the user buy this (or choose to use it)?
VALUE
1. Can the user figure out how to use this?
USABILITY
1. Can our engineers build this? FEASIBILITY
1. Can our stakeholders support this?
VIABILITY
14. The aspect of collaboration between business
and product team is fundamental
Besides day to day communication, they
communicate through Product Vision
It’s how the alignment being implemented
since the beginning
16. Product Vision
COMPANY MISSION/BHAG/WHATEVER
(2-5 years)
e.g. #1 protein provider in the world
PRODUCT VISION
(2-5 years)
e.g highly functioning AI-marketplace to solve
asymmetric information
PRODUCT STRATEGY
(>2 year)
e.g. start with device, then data, then marketplace;
or start with social, then ads, then premium
OUTCOME-BASED ROADMAP
(<1 year)
e.g. build A, increase sales, reduce churn
17. Product Vision
My personal note:
Vision cascading can be different in each case. In my
company we use OKR as our annual business objective
and alignment.
OKR is outcome-based (e.g. drive sales x%, increase
value x%), it’s suitable to what Inspired really suggest
that a target shouldn’t be in a form of an output (e.g.
build A, launch B)
But, syncing the product roadmap (user’s need) and
business objective (OKRs) can be hard. The business
leaders need to sync with the vision before deciding the
OKRs. Hence, product vision isn’t owned by the product
team only, it should owned by the company
18. There’s a lot of technique taught by Inspired.
But I skipped that part and moved to the
Principle, Process and Culture part.
It’s basically what mostly needed to be synced
with the business part of the company to get
them to understand what product mindset is.
21. Principles
My personal note:
I read a book regarding Japanese history and remember
a fact that at least in 15th century, Christianity has
entered Japan. Church missionaries were and has been
the most mission-oriented team in the history. They are
driven by their belief and purpose and they take the
mission seriously
The team of missionaries are inspired. They are
empowered with big mission and delegated to do
anything necessary to deliver that mission.
While mercenaries are only acting based on how much
they get paid. It’s not sustainable and too costly. They’re
budget constrained, rules constrained, and will be
satisfied when certain job done although the bigger
purpose might not be served.
22. Principles
● Empower the team make them
accountable
● PM is not the boss of anyone
● The nature of the team is true
collaboration
● All type of work should exist in the team,
but the team will be limited scope
● Autonomy to solve problem the best way
they see fit
● Minimize dependency
23. Principles
First, collaboration is built on relationship. In a
team, this relationship is nurtured
Second, to innovate you need expertise, durable
nature lets people go deep enough (minimize switching
context)
Third, instead of just building what others determine might
be valuable, in this model the full team understands
the business objective and context hence the
ownership and responsibility for the outcome
The team is not off the hook just because
something launches. They don’t rest until and
unless it’s working for the users and for the
business
25. The Process
My personal note:
It’s the basic product funnel that I implement on the company. I put
the Shaping Cycle to add more feasibility assessment.
For Discovery, it’s mostly the design thinking part. And what I mean by
idea prototype, it’s not even low-fid. We can just really simulate it,
prototyping the experience
27. Good Team/Bad
Team
Have compelling product vision, pursued with
missionary-like passion
Bad teams are mercenaries
Get their inspiration from vision, observing customers,
analyzing data, and new tech.
Bad teams gather requirements from sales and
customers
Understand who the stakeholders along with their pain
and constraint, then commit to invent solution that for
for user, customer, and business
Bad teams gather requirement from stakeholders
Skilled in many techniques to try out product ideas
Bad teams hold meetings to generate prioritized
roadmaps
28. Good Team/Bad
Team
Skilled in many techniques to try out product ideas
Bad teams hold meetings to generate prioritized
roadmaps
Love to brainstorm with thought leaders across the
company
Bad teams get offended when someone outside dares
to suggest anything
Have product, design, and engineer sit side by side
Bad teams sit on their silos and demand documents for
requests
Constantly trying out new ideas to innovate while
protect the revenue and brand
Bad teams waiting for permission to run a test
29. Good Team/Bad
Team
Insist to have complete skill sets on the team
Bad teams don’t even know what product designers are
Ensure engineers have time to prototype in discovery
every day so can contribute their thought on the
product
Bad teams show prototype to engineers during sprint
planning for estimates
Engage directly with users every week and see their
response to new ideas
Bad teams think they are the customer
Know not every ideas will work, even a good one will
need more iterations
Bad teams only build what’s on roadmap and satisfied
only on meeting dates and quality
30. Good Team/Bad
Team
Understand the need for rapid iteration and it comes
from right techniques, not forced labor
Bad teams complain they are slow because their
colleagues are not working hard enough
Make high integrity commitment after evaluating
requests and ensured have a viable solution
Bad teams complain about being a sales-driven
company
Instrument their work so they understand how their
product being used and adjust based on data
Bad teams consider analytic only nice to have
31. Good Team/Bad
Team
Obsess over their reference customers
Bad teams obsess over their competitors
Celebrate when achieve significant impact to the
business results
Bad teams celebrate whey they release something
Integrate and release continuously with stream of
smaller release
Bad teams test manually at the end of painful
integration and release everything at once
32. Reasons for Loss of
Innovation
● Missing customer-centric culture
● No one inherit the product vision
● Lost focus on target market
● Weak product managers
● Everchanging product team members
● Diluting engineers from customer problems
● Extremely risk averse
● Disempowered product team
● IT-mindset
● Lack for room to innovate
33. Reasons for Loss of
Velocity
● Technical Debt, weak architecture
● Lack of strong product managers, not evangelising
● Lack of delivery management
● Infrequent release cycles
● Lack of vision and strategy
● Lack of co-located, durable product team
● Not inspecting rabbit hole, engineers not involved
● Not utilizing designers in discovery
● Changing priorities
● Over-consensus culture
34. Innovation vs
Execution?
● The first dimension is consistently innovate to
come up with viable solution
● The second dimension is execution, shipped the
ideas
Culture of Innovation
● Experimentation
● Open minds
● Empowerment
● Technology
● Business and customer-savvy
team
● Celebrating skill-set diversity
● Discovery technique
Culture of Execution
● Urgency
● High-integrity commitment
● Empowerment
● Accountability
● Collaboration
● Result not output
● Recognition
35. The Summary:
1. Start by empowering the product team. Give them the power to be accountable and mission-
driven
1. Build a healthy product team with core spirit of collaboration that appreciating perspectives
and skill-sets from Engineers, Designers, and stakeholders
1. Product and Business shouldn’t go toe to toe. It should coexist in harmony. Strong product
team helps business thrive while understand what user needs
1. Innovation and Execution. Discovery and Delivery. It’s a two thing that work hand in hand.
Their values might be in odds, but a strong company put focus on the two nonetheless
1. Put tons of effort in Discovery, a lot of people forget this. Do a lot of prototyping, invite
designers and engineers in the prototyping phase too so the solution that the team come up
with will tackle all the 4 big risks
1. The first release may not validate the idea, so go on with more iteration and see if the idea
will really works
1. A strong product team understand business and context and focus on result/outcome. It’s
their main driver. The vision, the mission, the result. Not the output and the release because
it’s just the means to an end
Editor's Notes
IT: product to serve business ened. Mestinya serve company customers in ways that meet the need of the business
IT: product to serve business ened. Mestinya serve company customers in ways that meet the need of the business
IT: product to serve business ened. Mestinya serve company customers in ways that meet the need of the business