XING’s product organization has grown to almost 50 product managers and product directors working in different parts of the company. As most of them work in interdisciplinary development teams and don’t sit with their peers a frequent exchange doesn’t come automatically.
On stage of PRODUCTIZED, Christina presented a variety of ways how the product managers at XING learn from and with each other. Arne showed how the framework “Auftragsklärung” but also other methods lead to early alignment for overarching topics and how they help product managers gain more clarity for their own thinking and team.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Highlights of Next Gear: A 2-day program on innovation leadershipvpdabholkar
These are highlights of the 2-day program "Next Gear: Gearing up for innovation leadership". It was held at Hotel Grand Mercure, Bangalore on July 5-6, 2012. Participants came from both corporate and social sectors.
Agile at Large Scale vs. Agile at Startup. Understand history of Agile and how the principles of Agile are changing in today's super dynamic #VUCA world.
Vydia Dinamani & Heather Samarin "Moving into Management Leadership" Producti...Productized
In this session, learn how to leverage your everyday product management skills to get noticed and get promoted. Vidya & Heather are product executives that have hired and promoted dozens of product managers all the way to VP of Product.
They’ll share how to apply key product skills to how you work, communicate and show-up every day if you’re interested in being considered for management.
Kandis O'Brien- Productized Masterclasses.pptxProductized
1. How to Redesign Your Organization for Innovation Delivery is hard and staying aligned is even harder especially as companies scale.
2.Methods of design and vision sprints In order to co-create more adaptive and resilient organizations, you will learn tactics on how to use certain methods with focus on companies and discuss effective collaboration.
3. Faster decision making in vision sprints In this Masterclass, you will learn how to achieve shared goals and improve ways of working and amplify your teams’ ability.
4. Tools to help you Organizations are constantly evolving human networks. To shape their direction and momentum, leaders must address: the five essential dimensions of organizational design and Balancing Alignment and Autonomy.
5. And many more strategies Squads? Tribes? Two Pizza Pies? Come learn how to design the right operating model for your company’s context and culture.
Highlights of Next Gear: A 2-day program on innovation leadershipvpdabholkar
These are highlights of the 2-day program "Next Gear: Gearing up for innovation leadership". It was held at Hotel Grand Mercure, Bangalore on July 5-6, 2012. Participants came from both corporate and social sectors.
Agile at Large Scale vs. Agile at Startup. Understand history of Agile and how the principles of Agile are changing in today's super dynamic #VUCA world.
Vydia Dinamani & Heather Samarin "Moving into Management Leadership" Producti...Productized
In this session, learn how to leverage your everyday product management skills to get noticed and get promoted. Vidya & Heather are product executives that have hired and promoted dozens of product managers all the way to VP of Product.
They’ll share how to apply key product skills to how you work, communicate and show-up every day if you’re interested in being considered for management.
Using Lean Thinking to Increase the Value of AgileExcella
“Agile doesn’t have a brain.” This quote from Bill Scott, VP, Business Engineering and Product Development at PayPal, is provocative for sure, but it spotlights the notion that in most organizations Agile is primarily applied as a downstream engineering approach that isn’t inherently concerned with optimizing product design and user experience, the determinants of value to the customer. The learning cycles that form the basis of Scrum are focused on verification and validation of user needs as they are already identified in the backlog’s user stories, but provide little guidance on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, the danger persists that Agile teams end up very efficiently building products that implement an incomplete and subjective perception of customers’ wants and needs.
This presentation explores how Lean thinking can expand the “inspect and adapt” cycles of Agile development beyond implementation and help to systematically determine which features and design choices really provide the greatest customer value. After a brief introduction to Lean concepts, the presentation discusses how Lean approaches product development as a series of hypotheses about customers’ value perception and builds on Agile’s rapid iterative delivery of working software to test these assumptions. Finally, it highlights ways to derive testable assumptions from organizational goals, such as the Lean UX Hypothesis Statement template and Gojko Adzic’s Impact Mapping.
Creativity — the capacity to generate unanticipated, unique ideas and solutions – is an essential component of innovation. Either you work in a typically creative capacity or not, every company may benefit from increased innovation and creativity in issue resolution. Successful leaders, on the other hand, understand that you can not just tell your employees to "be creative" and expect a continuous supply of valid proposals.
Applying agile and lean concepts in organizations in preneur - 22updatebrea...inPreneur
Presentación de Ramon Costa, Dynamic Partner y Cofundador de inPreneur, en el marco del BizBarcelona 2012 (22@Breakfast) sobre 'empresas lean y ágiles'
Employees are more likely to collaborate when they are inspired to be creative. Collaboration is encouraged during the creative process. Businesses must foster a culture of continual learning by encouraging workers to adapt to changing circumstances, expertise, and methods of working.
Design Impulse helps design leaders accelerate the growth of design knowledge, to innovate, improve, and adapt successfully. Call on our scientific expertise today to get the most out of design.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
Getting content ready for website go-live Emma Pittar
UXNZ Presentation - Great online content is like having a child. Conception is the easy bit; it’s raising it until its ready to leave the nest that takes all the effort. Similarly, a completed Content Strategy represents the start of a journey, not its end; the hard work has only just begun. This presentation will cover a few of the tools and workshop formats we’ve used to help some of NZ’s biggest organisations get their content ready for the big wide world.
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
Nosco's masterclass about idea management on NPW World Tour Scandinavia, Febr...Søren Meier Svendsen
Jesper Müller-Krogstrup, partner in Nosco, was in charge of a masterclass about idea management on the New Product Development World Tour Scandinavia.
NPD World Tour. January 31st to February 2nd 2012, at Bella Sky Hotel, Copenhagen, Denmark.
Using Lean Thinking to Increase the Value of AgileExcella
“Agile doesn’t have a brain.” This quote from Bill Scott, VP, Business Engineering and Product Development at PayPal, is provocative for sure, but it spotlights the notion that in most organizations Agile is primarily applied as a downstream engineering approach that isn’t inherently concerned with optimizing product design and user experience, the determinants of value to the customer. The learning cycles that form the basis of Scrum are focused on verification and validation of user needs as they are already identified in the backlog’s user stories, but provide little guidance on how to translate organizational goals and customer needs into the backlog’s content and relative priorities in the first place. As a result, the danger persists that Agile teams end up very efficiently building products that implement an incomplete and subjective perception of customers’ wants and needs.
This presentation explores how Lean thinking can expand the “inspect and adapt” cycles of Agile development beyond implementation and help to systematically determine which features and design choices really provide the greatest customer value. After a brief introduction to Lean concepts, the presentation discusses how Lean approaches product development as a series of hypotheses about customers’ value perception and builds on Agile’s rapid iterative delivery of working software to test these assumptions. Finally, it highlights ways to derive testable assumptions from organizational goals, such as the Lean UX Hypothesis Statement template and Gojko Adzic’s Impact Mapping.
Creativity — the capacity to generate unanticipated, unique ideas and solutions – is an essential component of innovation. Either you work in a typically creative capacity or not, every company may benefit from increased innovation and creativity in issue resolution. Successful leaders, on the other hand, understand that you can not just tell your employees to "be creative" and expect a continuous supply of valid proposals.
Applying agile and lean concepts in organizations in preneur - 22updatebrea...inPreneur
Presentación de Ramon Costa, Dynamic Partner y Cofundador de inPreneur, en el marco del BizBarcelona 2012 (22@Breakfast) sobre 'empresas lean y ágiles'
Employees are more likely to collaborate when they are inspired to be creative. Collaboration is encouraged during the creative process. Businesses must foster a culture of continual learning by encouraging workers to adapt to changing circumstances, expertise, and methods of working.
Design Impulse helps design leaders accelerate the growth of design knowledge, to innovate, improve, and adapt successfully. Call on our scientific expertise today to get the most out of design.
Innomantra viewpoint -The End of CXOs Innovation Peekaboo Innomantra
Innovation has been a lifeline of many organizations for survival and growth, but the CXOs and leadership had a ‘peekaboo’ experience with ad hoc activities and very thin consistency in involvement of its people. As they were trying to structure by connecting the jigsaw pieces of innovation in a multicultural business and stakeholder environment to achieve an exponential impact in the age of triple-bottom-line Profits, People, and Planet.
Getting content ready for website go-live Emma Pittar
UXNZ Presentation - Great online content is like having a child. Conception is the easy bit; it’s raising it until its ready to leave the nest that takes all the effort. Similarly, a completed Content Strategy represents the start of a journey, not its end; the hard work has only just begun. This presentation will cover a few of the tools and workshop formats we’ve used to help some of NZ’s biggest organisations get their content ready for the big wide world.
IET-KPMG-INNOMANTRA -Reinventing Innovation Design Thinking Way for GrowthInnomantra
We are delighted to announce that registrations are now open for the masterclass we are offering along with KPMG and IET - Reinventing Innovation - Design Thinking Way for Growth. The virtual masterclass will help you develop two critical future skills and stand out in a tough market - Design Thinking and Innovation. The course will be delivered through virtual, live sessions on 21-22 April 2021 via Zoom by experts from KPMG and Innomantra.
Invest Two days and be a part of this virtual masterclass and take advantage of the curriculum curated by the industry's best names in design thinking and innovation. Participants shall be provided a certificate from the IET, KPMG, and Innomantra along with access to a cohort of like-minded professionals.
The masterclass will enable your innovation enablers to:
Gain an in-depth understanding of design thinking tools and use them effectively to solve complex problems
Explore design thinking through hands-on activities
Develop a process of systematic ideation that can result in patentable and profitable ideas
Internalize the core concepts of design thinking - empathy, brainstorming, prototyping, and storytelling
Listen to the customer (Internal and external) — empathize to understand hidden/latent needs
Evaluate financial viability of a new product or service
Measure risks involved in design assessments
The Design Thinking framework also sets a foundation for Artificial Intelligence, Machine Learning, and Digital innovation
To find out more about the course, key takeaways, and fees, please find the course brochure for your consumption. We would kindly request you to nominate few innovation leaders and enablers from your organization.
For Registration or further details feel free to get in touch with Ujani Ghosh - ujanighosh@theiet.in
Nosco's masterclass about idea management on NPW World Tour Scandinavia, Febr...Søren Meier Svendsen
Jesper Müller-Krogstrup, partner in Nosco, was in charge of a masterclass about idea management on the New Product Development World Tour Scandinavia.
NPD World Tour. January 31st to February 2nd 2012, at Bella Sky Hotel, Copenhagen, Denmark.
What We’re Learning at the Laboratory of Innovation Sciences at HarvardCrowdsourcing Week
John Winsor, Laboratory of Innovation Science at Harvard
CSWGlobal18 presentation
A look at the cutting edge academic research in open innovation and crowdsourcing
Introduction to Design thinking 2015 by Vedran AntoljakVedran Antoljak
Design Thinking presentation for those designers that have not been in touch with consulting business and those managers that don't know much about design.
A short presentation on the practice of Working Out Loud (inspired by John Stepper), and how it can help us to connect, communicate, collaborate and build communities... In this case, the community of practice for IAF (International Association of Facilitators) to spread the practice of facilitation.
Cambridge Social Innovation Presentation social innovation meetup [autosaved]Jeanette Sjoberg
+Acumen is the largest social sector online learning platform in the world. The Cambridge Social Innovation Hub was founded to create space for social entrepreneurs to learn skills that help serve themselves and people better. This presentation was given to another meetup group in Cambridge, CamCreatives, to showcase the last course we ran - "Human Centred Design for Social Innovation" - a creative and collaborative problem solving technique that promotes divergent and convergent thinking, contribution from interdisciplinary skilled people (complete strangers) and a chosen design challenge where a product or service is always developed on the back of the course. It's all about mindsets and moving from a fixed mindset to a growth mindset, empowering people. Anyone can be a change maker and anyone can be a social entrepreneur. An entrepreneur is someone that creates opportunities from resources that are already available. A social entrepreneur is one that additionally aims and delivers social impact.
Embedding learning from cooperative projects Noel Hatch
How can we collaborate with people to help them build their resilience? Get under the skin of the culture and the lives people live. Identify people’s feelings and experiences of community and understand what people think is shaped by different values and by the environment and infrastructure around them. The future of collaboration could bring many opportunities but people find it more difficult to live and act together than before. How can we help people…and communities build their resilience? Understand people’s different situations and capabilities to develop pathways that help them build resilient relationships. Help people experience and practice change together. Help people grow everyday practices into sustainable projects. Turn people’s everyday motivations into design principles. Support infrastructure that connects different cultures of collaboration. Build relationships with people designing in collaboration for the future…now.
A general intro to L*unchBox Workshop, Mines Saint-Etienne's own brand of international design thinking, and design-led innovation workshops, since 2008.
https://www.mines-stetienne.fr/en/
with
http://www.brunel.ac.uk/design#
http://www.design.polimi.it/en/
http://cadc.auburn.edu/design
1. Always question what they say There’s a saying among researchers, ‘Do a quant survey with 100 people and learn ten things. Do a qual study with ten people and learn 100 things.’ You will learn when research is only providing you a false sense of security.
2. How to be a better consumer of research results If these insights were rabbits, how do stakeholders know which insights (rabbits) are worth chasing? What leads to the best business and design opportunities?
3. Get the best value from a qualitative and quantitative study In this Masterclass, we will be going over which methodology to apply to a research question. We will discuss how to weigh appropriately, act upon, or be critical of the resulting research findings.
4. Tools to help you Know when research is only providing you a false sense of security. Be a better consumer of research results.
5. And many more strategies Learn how to catch the best rabbits!
1. Test Assumptions, Not Ideas The Lean Startup popularized the idea of testing the assumptions that need to be true in order for your ideas to work.
2. Build it and test it It can be challenging, however, to see our own assumptions let alone test them.
3. Discovery process In this Masterclass, you’ll learn a structured approach for how to take an idea, break it down into its underlying assumptions, and quickly prioritize the ones that need to be tested.
4. Tools to help you Finally, you’ll learn a simple framework for how to design fast and better.
5. And many more strategies Such as effective assumption tests so that you can quickly identify what to build.
1. Four Product Management mindsets Deploy and balance the Explorer, Analyst, Challenger and Evangelist mindset throughout the product life cycle to avoid common pitfalls and deliver a superior solution.
2. Create context to motivate a high-performing team Practical tips and real-world examples to drive innovation, shared understanding, mitigate risks, and create energy and focus.
3.Understand your profile Evaluate your "go-to" strengths versus where you need to consciously practice, and how to recognize and balance stakeholders’ own.
4. Tools to help you Navigate challenging stakeholder relationships. Emerge with a stronger reputation as a leader when faced with conflicting business priorities, changes in direction, misaligned incentives, resource constraints, unexpected disruptions, and aggressive deadlines.
5. And many more strategies Techniques to say “no” given common stakeholder archetypes, how to diplomatically, authentically yet firmly approach keeping your priorities on track.
Eli casamitjana - Productized MasterclassesProductized
1. The (Unexpected) Benefits Of Keeping The Score In product organizations more than any, we realize the importance of making data-driven and fact-driven decisions making. But Measurement can help in many more ways along the product life cycle.
2. The Key Metrics Areas To Look At Product is at the crossroad of business, technology, customer experience, and more. So, when it comes to measuring what matters, there are some areas you’ll want to have a close look at.
3.How To Leverage OKR To Stimulate A More Data-Driven Culture In Your Product Organization OKR (Objectives & Key Results) is a goal management framework evangelized by Google and used by many tech companies and product teams around the globe.
4. Tools to help you We’ll see together what are the tools to leverage OKR to help your product organization better prioritize, plan and execute with a data-driven, transparent and result-oriented mindset.
5. And many more strategies Everything you need to increase the impact of your product team leveraging data-driven culture.
Daniel zacarias - Productized MasterclassesProductized
1. Why it’s important (and how) to engage internal stakeholders Communicate clearly and persuasively, and align towards a common mission and vision.
2. We build tech products, but usually the hard part is not the tech, but the people. Different teams with different agendas, “irrational" decision-making, feature requests coming out of nowhere, lack of strategic direction. If you’ve read this far, you know the drill.
3. “Unpack” these problems and share battle-tested tools that have helped me in my work as a PM and consultant, and that I hope are useful to you as well. There are hard limits into what we can fix as PMs in a broader organization, but there’s also a lot we can do (and should be aware of) to drastically cut down on stakeholder alignment challenges.
4. Tools to help you A framework to manage your internal stakeholders and communications strategically and 4 tools to help you communicate more clearly (and persuasively)
5. And many more strategies Such as techniques to help a group reach consensus without (much) discussion and approaches to gradually lead stakeholders to think about problems first, instead of features (solutions).
1.Product-Market Fit Pyramid and The Lean Product Process Learn Dan Olsen’s key framework on how to achieve product-market fit through his lean product process.
2. Identify underserved customer needs Determine your target customer, identify underserved customer needs and define your value proposition.
3.How to build the right product for the right people In this Masterclass, Dan will share advice from his book “The Lean Product Playbook”.
4. Tools to help you Dan will illustrate these concepts with real-world examples and case studies.
5. And many more strategies Come learn how to turn product management into more of a science than an art to improve your odds of success.
1. Tips and tricks to remove your own bias from your map Experiences are holistic, personal, and situational, and while you choose a point of view, as a mapmaker it’s up to you to decide which aspects to include and which to leave out.
2. Taking the risk Testing your map, assume it’s wrong, but don’t get stuck in planning.
3. Business Model and Strategic POVs are needed Realize the experts involved in creating the product will probably not be the best experts you will need to deliver the product to the users.
4. Tools to help you Understand common gotchas, and what to avoid.
5. And many more strategies Gain an outside-in view of the individuals' experience with the service.
1. How to build your career This Masterclass advocates an experimental approach to your career.
2. Develop your product and leadership skills Learn how to package and position yourself via the technical product and leadership skills of a product leader to form your own career hypotheses.
3. The importance of feedback Finally, recruit a Personal Board of Directors to solicit ongoing feedback from peers and mentors.
4. Tools to help you We’ll use Slido to see the variety of skills that product leaders all around the world exhibit, and to bring home the point that there’s no one “right” type of product leader.
5. And many more strategies It’s all about packaging and positioning yourself for that role that’s a perfect fit for you.
1. Your way to a strategic role as a product leader While a product manager’s role should be strategic, in practice, it’s often a tactical one, with a focus on execution and delivering a set of features.
2. Reflect on your role It’s easy to feel stuck in the role of a backlog administrator instead of a product leader. How do you take on a more strategic role?
3. Spread your influence In this Masterclass, you’ll learn how to align teams by crafting a clear vision and to spread your influence and way of thinking across your organization.
4. Tools to help you Product managers and senior product leaders will gain tools to craft a compelling vision and help others internalize your vision, and use it in everyday decision-making. Senior leaders who have developed product intuition through years of hard lessons will gain communication tools to help others develop an intuition for making decisions like you would.
5. And many more strategies You’ll walk away with practical techniques to level up and elevate your role as you build successful, world-changing products.
Productized has an open book policy, which means we share our financials and P&Ls with whoever wants to see them. In this presentation, you'll find that in 2020 we need to return to profitability in order to keep our doors open, so that means that our projects need to be leaner, and have better financial discipline. Please find our updated Activites Report 2019 presentation.
Elize Bosker "Radical Transparency: How to Build Trust with Customers" Produc...Productized
If we want our products to be deemed trustworthy and reliable, we need to be transparent about how we work with people’s data. In this talk, Elize will share examples of products and companies who are at the forefront of humanizing technology by applying good ethics and using kind technology. How to build more meaningful conversations with customers is key when working with recommender systems and implementing personalization features.
How can you build a better and more trustworthy product yourself? By using radical transparency: give customers more control over their data, share what you know about them and how you use this information, and open up a bigger conversation between citizens and tech companies. Elize challenges all product managers to pass the transparency test: how much information should you share to help people understand your product, its features and the data you use?
Bruce McCarthy "Product culture eats Execution Culture" Productized19Productized
What is it that Dollar Shave Club has that Gillette has lost? Serial Entrepreneur Bruce McCarthy will lead an interactive discussion on how successful product-focused organizations think and act differently every day in the networked age.
Product culture is fundamentally different than execution culture. Product Culture is not a process or a tool. It is a shared mindset about why we are in business and how we go about things. Rather than focus on design thinking, agile methodologies, DevOps, or Lean, product-focused organizations focus on continuously developing, testing, and delivering products of value to customers using whatever tools work best for them.
Competitors and employees alike are leaving companies with weak product cultures behind. Bruce will tell some horror stories and also some hopeful ones that show change is possible. He’ll ask you for your stories, too. Let’s stop talking about process and tools and start talking about culture.
Here is a video of me delivering this talk at the Business of Software conference in London in September 2018.
Sarah Doody "Anticipatory Design & The Future of Experience" Productized19Productized
This talk will guide you when having a tough conversation with a teammate who drastically overstepped the line.
Have you ever needed to have a tough conversation with a teammate who drastically overstepped or a client who didn’t respect your decisions? Maybe you’ve wanted to bring up a problem you’ve had at work and don’t know how. If the thought of having those conversations stress you out, this talk is for you.
In this talk, I’ll share some practical techniques will help overcome your aversion to conflict and get to effective resolutions. We’ll go over several examples of the types of conflict team members face and how to deal with them.
Lily Dobreva "In praise of my friend, The Engineering Lead" Productized19Productized
A discussion on the role of a strong collaboration between product managers and engineering leads plays for product and team success. I offer my experience and advice on how to foster that bond.
Joshua Mauldin "Conflict resolution for people who hate conflict" Productized19Productized
This talk will guide you when having a tough conversation with a teammate who drastically overstepped the line.
Have you ever needed to have a tough conversation with a teammate who drastically overstepped or a client who didn’t respect your decisions? Maybe you’ve wanted to bring up a problem you’ve had at work and don’t know how. If the thought of having those conversations stress you out, this talk is for you.
In this talk, I’ll share some practical techniques will help overcome your aversion to conflict and get to effective resolutions. We’ll go over several examples of the types of conflict team members face and how to deal with them.
Andrè Gouveia "Winning Product Ideas - strategy over beauty" Productized19Productized
Strategists, designers, marketers, managers,… almost everyone is slowed down by innovation diseases – especially when they are unaware of them. The result? We limit our potential to be great at making and selling products that people will buy. This talk will make you aware of diseases that infiltrate your creative processes, and shows you how to overcome them.
Alan Klement "Ovecoming Biases of Growth and Innovation" Productized19Productized
Strategists, designers, marketers, managers,… almost everyone is slowed down by innovation diseases – especially when they are unaware of them. The result? We limit our potential to be great at making and selling products that people will buy. This talk will make you aware of diseases that infiltrate your creative processes, and shows you how to overcome them.
Yaroslav Stepanenko "How to Build a Sustainable Growth Strategy" Productized19Productized
Deep and practical talk on how to achieve continual growth. This conversation will be based on real facts and failures of my professional experience with product marketing. And It can be applied to pretty much any product.
Attendees will learn:
How to find and measure a product/market fit
How to understand when and how to scale
How to build a growth team
How it is different from the marketing team
How to build a product
Regan Davis "Product 1.5 Iterating Towards a Better Product Culture" Producti...Productized
You’ve read the articles, the books, the blog posts, and you binge-watch product Twitter debates like others binge-watched Game of Thrones. And now you’re excited to transform your company’s culture into Product 2.0.
But how do you take the first step? This presentation walks through how product managers can put the culture they want into practice within their own specific teams, and build momentum and buy-in across your company.
Find out how to move beyond customer focus to “customer obsession” via consumer science to discover what delights customers in hard-to-copy, margin-enhancing ways.
Learn how to get insight from four sources of consumer insight, then evaluate these ideas through various research techniques.
Gibson will illustrate Netflix’s customer obsession through a series of experiments the company executed to help connect its customer with movies they’ll love through its personalization technology.
Last, Gibson will put the techniques into practice with a highly interactive, modern-day Netflix case.
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.
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.
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.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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39. The better Product Managers are aligned
about the WHY and WHAT of their product,
the more autonomy they will be granted
with regards to HOW they build it.
40. A Framework for Collaborative, Bottom-Up Alignment
Alignment Tool 1
AUFTRAGSKLÄRU
NG
41. 3 Dimensions of Alignment (driven by PM)
Laterally: Peers & Partners
Inwards: Team
Upwards: Management
49. Clarification Manifesto
1. If you get stuck: trigger escalation early!
2. Present escalation jointly!
3. Be clear about what’s unclear!
4. Decision makers: Clarify, then hand it back!
Olá, boa tarde Productized people!
In the next session Christina and I will give you practical examples for what we did to maintain a healthy product culture at XING.
For those of you who don‘t know XING:
- Leading Professional Network in the german speaking markets
And we are also one of Europe‘s larger agile Product Organizations
Which means that we‘ve seen XING‘s product team grow from ca 10 product managers to meanwhile over 50
Over time XING also introduced Business Units for better accountability and focus
And as a result of this focus the product managers from one business unit would of course focus on the product managers in their own Business Unit
And when you zoom in they would of course not sit all together on one table, but with their teams.
We strongly believe in cross-functional product teams, they are the best way to build software.
And personally crossfunctional teams are a great opportunity to learn & get new perspectives
But over time we noticed we were missing a shared culture to connect us with each other.
Of course we would still meet for lunch, over coffee and in meetings
But at the same time we felt a bit of a professional solitude, a Product Manager‘s saudade?
That‘s when we notice we had to actively work on our product culture.
And so one of the learnings for you is that you should not expect your Product Culture to adjust itself once your organization growths.
Product Culture needs active care!
Today we want to talk about how we tackled two very important aspects of product culture.
How do we make sure that we keep learning from each other and get better every day?
How do we align our activities across our growing organization?
But first let‘s hear what Christina can tell us about learning
Learning for Product Managers is not really like classic learning in schools. We are adults. The standard Product Manager is already very motivated and performance oriented. We read books, we go to conferences, we want to get better in our daily work.
So in fact, what brings us forward is all about bringing people together and growing together.
Probably all of you work with the build measure learn cycle from the lean startup.
But actually you can apply the build measure learn cycle also to a product organisation for learning. Try a method or tool, see if it works and if people want more of this, if not modify it or drop it and try something new.
And I‘m gonna show you now a variety of the things we tried.
Let‘s start with a thing that did not really work for us: a learning marketplace
We saw that all of us brought in different experiences and techniques. Some had used some special tools in previous jobs, some had read already tried new ideas from books.
So we set up a simple profile for every Product Manager to claim which topics he would like to learn more about – and which ones he could offer as a class or workshop. It went as it sometimes does with such things: You explain the thing, make sure you have a good example, get it going. Then send a reminder. Then send another reminder. Then realize that somehow people don‘t make use of the possibility.
We assume that the original learning marketplace didn‘t really work out for us because the format was too loose.
So we pivoted. And out of the marketplace we developed training days and a bar camp
At XING we have certain themes for a year. This can be things like small screen (so not just native mobile apps but also web usage on mobile devices) or Freemium (XING offers a Basic membership and several paying Premium memberships). A team or group of people that feels particularly strong about the topic or has the most knowledge organizes a full day workshop for all Product Managers. Often UX people join as well.
Parts of such a training day are done in school style…
… but we always make sure to include many collaborative sessions. On the one hand this prevents people from expecting to just lean back and wait, on the other hand we saw really good results when people worked together on a task that usually don‘t collaborate in their daily routine. Also, this is a huge chance to have all Product Managers united in one room and work on a topic.
Usually we do the team work in small groups, then each group presents their results and then a classical dot voting follows.
The other thing that we made out of the failed Learning marketplace is a Bar Camp. We organized a full day as a mini-conference. Each session took 45 minutes and there were 2 sessions in parallel so that people could choose according to their interests. We treated topics like story mapping, some UX research methods we had tried, like so called Diary Studies or Design Sprints.
Also we asked the UX colleagues, User Care and Analytics to contribute so that we had a large variety to offer.
After the sessions we usually send around a very simple survey to learn how people liked the day and what can be improved next time.
For the Bar Camp 100% of the participants stated they we should definitely repeat the format. Of course we will do this, so that we have now established a fixed element in the yearly training planning.
XING regularly meets with other product companies such as Spotify to exchange insights on working modes, discoveries and processes. We discuss how the organisations are set up, how Mobile development is handled and so on.
We have a list where people add companies they are interested in meeting or where they already have a contact. Also we check if meeting a company could be combined with a conference or training in another city. It‘s then usually a small group of people that meets with the other company. What has been proven most successful is letting people talk who have more or less the same level of experience. What for example Spotify told us and what we found pretty interesting is that because of the questions we asked they started reflecting themselves and thinking even more about their own organisation.
For the next year we plan to marry 2 of our activities, that is do a Product Bar Camp together with 2 or 3 other companies. A mini conference so-to-say. Maybe there are some amongst you here who want to try the same in Portugal.
A while back our CPO had set up a quarterly meeting with each Product Manager where the Product Manager would prepare answers to a couple of questions about research or experiments that have been done. We realized soon that these contents are actually interesting for all Product Managers. We had seen that the more our organisation grew the less we were aware of tests results from other teams or what they had learned in qualitative research. While Product Managers and CPO decided that the quarterly meetings feel a bit like making a report and stopped them we kept the 2 main questions:…
With the answers to these questions I now send out a Learning Newsletter every few weeks. Each Product Manager shortly explains what he tested and learned. Also there is an „editor‘s pick“ of the 3 most astonishing results. What I found nice is that after each sendout I received emails from colleagues from other departments asking to be added to the email distribution list.
To make sure we are aware not only of interesting internal findings but also don‘t miss out on external research we created an internal group on xing.com. In the group we share and discuss interesting articles, facts and figures
You have probably all heard about onboarding and that it‘s crucial for the new colleagues‘ success. But have you ever heard about offboarding?
Product managers are specialists for their area. They know the business, the customers and work closely on executing the company strategy with their team. When a Product Manager leaves a company there is the risk that much of this valuable knowledge gets lost. So when preparing for leaving a company one promising way is to approach this like a product manager: have your customer aka your successor in mind and try to provide him with the best handover. Make sure to check your onboarding elements as the offboarding should address these points. One of our former colleagues wrote an interesting article about offboarding on Medium, we put the link on your handout so that you can read about the tips in detail later.
https://medium.com/@theowalcott/how-to-offboard-as-a-product-manager-7b12d5c7fec2
Probably all of you know the problem that there are so many research methods and canvas that you never know which one is the right one for your case. We have that too. To help us Product Managers and to strengthen the collaboration between Product and UX our UX department set up a nice little book, the experiment handbook. They describe various methods and give good examples. We brought 5 copies of the handbooks. The fastest ones can get them here after our presentation. And it‘s also available on amazon.
The User Feedback coffee is an instrument we can really recommend to every company. It‘s like speed dating with your users and it works like this: 4 users are placed in all 4 corners of the room. Product and UX teams that want to show a quick prototype or test a smaller feature get 15 minutes with each participant. When the timer rings the teams rotate so that they have spoken to all 4 users within one hour. It‘s a very cheap test method and it‘s really valuable to get first impressions and directions from real users.
In 2015 our CPO has set up an initiative he named pax
No, it‘s actually Product @ XING
You don‘t need to read through all the details on the screen. Basically p@x is a project to improve the work of the product organisation as a whole as well as of every single Product Manager. Principles for our product work have been set up, like „Build for outcome“ „factualise, challenge assumptions“ or „embrace responsibility“. Each principle has sub-tracks that we aim to fulfill.
4 people per quarter take care of the p@x project and develop it further.
We have monthly p@x meetings, followed by a joint lunch.
One part of these monthly meetings is the Kudos. Product Managers can give a kudo to a Product Manager colleague who did a good job according to out internal values and the north star. The reward is then a 25 Euros voucher for Amazon or other companies
For the p@x project we do quarterly surveys to see where we feel we are already doing quite a good job and which areas we should improve. 2 of those that came up regularly in the beginning were „Stahlkraft“ and alignment. With Strahlkraft (fantastic German word) we mean presenting our company and our work to the outside world – yes, Arne and I can tick the check mark for that one now Presenting what we do is very valuable for us because we get a lot of feedback that we can then incorporate. So again, if you try one our the things we are presenting or have other feedback for us please do get in touch
The other topic our product organisation wanted to work on is alignment. And Arne will tell you more about that one now.
Indeed I want to talk to you about alignment now.
I STRONGLY believe that in times of growing complexity the ability to create alignment is a super important skill for Product people to have!!
So please listen! ;O)
Why is Alignment so important? -> it‘s important for two reasons:
Alignment avoids chaos and waste.
What you don‘t want is to find out shortly before the release that people had completely different expectations of what to build,
And you don‘t want stakeholders to rush in last minute and tell you that what you build is not what they expected
With good alignment and having people on the same page you can avoid this type of chaos.
But alignment is also in our interest if we want autonomy. And who of us doesn‘t appreciate a high degree of automomy??
Automomy is not something you can claim or can expect to be given because you are the „CEO“ or your product. That‘s bullshit.
Autonomy is something you have to earn through good alignment.
The better a PM is aligned about the WHY and WHAT,
the more autonomy he will be granted with regards to HOW exactly to build it.
And THAT’S what we want, right?!
So over time we developed some tools to help us get better aligned.
One tool that we have established to help Product People and others create alignment goes by the beautiful german Name of Auftragsklärung.
Some of you may have heard about the framework before, so please excuse if some of what I‘ll talk about is not entirely new to you.
What I really like about Auftragsklärung is that it is collaborative and that it‘s bottom up – and as such it‘s different from most other alignment methods who worry how bosses can best get the teams that report to them to align with what they want.
Auftragsklärung changes this approach and puts the product person in the driver seat to go out and earn alignment
Upwards: Make sure to clarify what your superiors and important stakeholders expect from your initiative
Laterally: Make sure that you are all on the same page when you collaborate with other teams
Inwards: Make sure that your team understands why they are coming to work every day
So how do you bring all these people on the same page???
Of course... With a canvas!
We have found that a canvas can really help – not because the world needs yet another canvas
The canvas helps to trigger a dialogue and it FORCES you to ask the tricky questions early on
We don‘t have time to go through all elements of Auftragsklärung today, but I will pick the two most important ones.
One of the key questions to get clarity about is the Intent. Bungay calls it the Spice Girls question.
This seems to be the most simple question, but it‘s the toughest one if you try to agree on it keep it short.
Typically you‘ll sharpen it through several iterations asking yourself and everybody else the question over and over again. and aim to fit it into a tweet – and oldschool 140 character one.
I think it‘s meanwhile common sense for Product Managers that if in doubt OUTCOME is more important than OUTPUT
It‘s important to be clear which needle you really want to move – and ideally not as brought as „Activity“ or „Upsells“, because for instance at XING we probably have 100 initiatives contributing to user activity.
And because you want to be able to see if you are on the right track it‘s important to define how you want to measure this and what your ambition level is.
For the ambition level it‘s the same as with the output: At an early stage it may not be very precise, but it‘s important to understand what‘s in people‘s heads.
Otherwise you run into the risk that once your product is launched you are super happy about the 10% increase you achieved, but your CFO is disappointed because he expected it to be a 10X increase.
A much more simple „Tool“ was established when we realised that often people just found out to late what was going on in other departments.
Sometimes two teams tried to tackle similar problems and could have saved time if they had known earlier. Remember: Alignment is about avoiding waste!
And if people don‘t yet know that there‘s something they should know about they won‘t go looking for it in Confluence or Jira. You have to talk to them!
That‘s what we we do every quarter. We have a meeting that all product people attend.
FIRST Each Product Director brings a simple poster and talks for 90 seconds about the main initiatives in their area.
This means that in about half an hour everybody in the room has heard about all relevant product initiatives.
More important: second part: time for all product people to step closer + talk
The aim is not to get full clarity on everything, but to let people realise that they need to talk.
We believe that as a result there are less surprises and less waste.
One thing that can happen during alignment process is that you cannot come to an agreement.
And that‘s OK: Alignment is about creating CLARITY, not necessarily about making everybody happy.
Sometimes even if you seek alignment, you will run into conflicts you cannot resolve on your level. Conflicting goals
What should not happen: Block any further progress.
We strongly encourage to see escalation as a good thing, and use it as a means of getting to decisions and alignment quickly.
- Avoid blocking yourself or others by pending decisions
Agree to disagree – and then take it one level up!
Be clear about what‘s unclear
Clarify the boundaries, but leave all the resulting detail decisions with those in charge.
Learning: It takes time to get used to escalating easily, but I find that if you take the drama out of escalation it can really help to move faster.
We hope that some of the things we showed you seem promising for your organization.
We are really curious to hear your feedback....
And lastly a personal note: I will be moving to Porto for next year to help build up XING‘s new office. So I‘m more than happy to connect with those of you from Porto!