Keynote for March 2012 Product Leadership Days ("Produktledardagen") in Stockholm, hosted by Tolpagorni's Magnus Billgren. A 2-day event with 60+ product mgrs/execs from Sweden & northern Europe.
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Organizational Challenge of Enterprise RoadmappingRich Mironov
At INDUSTRY EUROPE conference (Dublin, April 2019): Especially at enterprise software companies, there are some inherent mis-alignments among internal stakeholders that can complicate our product planning. This talk was an occasionally humorous look at the systemic conflicts between single-account-focused sales teams, market-focused product managers, and executives. How do we respect and understand each other when we may have very different objectives?
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
There are some fundamental laws of software economics that should drive executive-level decisions about business and product strategies. It’s easy to forget them, or decide they don’t apply to our special situation. ( After all, gravity’s not just a good idea, it’s the law.)
This describes some essential facts about the (software) world, and posits matching laws of product strategy:
- Your development team will never be big enough (thus: Law of Ruthless Prioritization)
- All of the profits are in the nth subscriber (thus: Law of Build Once, Sell Many)
- Software bits are not the product (thus: Law of Targeted Whole Products)
- You can’t outsource your strategy (thus: Law of Judgment)
Talk for Business of Software 2015 (Boston) laying out some laws of gravity for the software business. Also serialized as 4 long posts on www.mironov.com
Making Hard (Strategic) Decisions about Products and PortfoliosRich Mironov
Software executives and software product managers should focus first on putting the right products into their portfolios -- since the primary drivers of market success are identifying the right markets, segments and customer problems to solve.
(For Product Tank San Francisco)
Organizational Challenge of Enterprise RoadmappingRich Mironov
At INDUSTRY EUROPE conference (Dublin, April 2019): Especially at enterprise software companies, there are some inherent mis-alignments among internal stakeholders that can complicate our product planning. This talk was an occasionally humorous look at the systemic conflicts between single-account-focused sales teams, market-focused product managers, and executives. How do we respect and understand each other when we may have very different objectives?
Why Silicon Valley Continues to Innovate and Rock the WorldRich Mironov
This is a slightly overblown view of Silicon Valley’s network effects and tech culture for Tolpagorni's 2014 Market Insights Conference. Goal: drive discussion about what can be borrowed to other tech centers like Stockholm, and what resources/attitudes are harder to copy.
AgileCamp Dallas: Unpacking Business Value (Mironov)Rich Mironov
From the development side, we often think of Business Value as accurate, one-dimensional, and easy to auto-sort. We unpack this a bit, and try to get back to real customer value. Core analogy: is freeze-dried astronaut ice cream really ice cream? Do our paying customers care about business value points, or only real improvements they can directly experience?
A keynote at AgileCamp Dallas, 19 Oct 2015
Presented at #mtpcon APAC
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring; Marketing wants us to document more use cases in more industries so that we can widen the funnel. We may wait for each department to “see the light” and give up its specific asks in favor of the greater good, but that can be a very long wait.
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
Product Managers, Product Owners, and Need for Real End User ValidationRich Mironov
for Agile Summit Greece (Sept 2018), a talk on barriers for product folks to validate problems and solutions DIRECTLY with end users/customers rather than through stakeholders and intermediates
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
Jak oslovit zákazníky prostřednictvím mobilní navigace gps na cesty-exterJiri Prochazka
Podrobnější info: http://gpsnacesty.cz/
Offline mobilní navigace GPS NaCesty umožňuje firmám skvělou formu výkonnostní prezentace v rámci jejich strategie lokálního marketingu.
Provozovatelem mobilní navigace je Mediatel.cz
Three Product Challenges for Early-Stage EntrepreneursRich Mironov
15July2010 talk on "Product Challenges for Pre-Revenue Entrepreneurs" with three things very early-stage tech companies must do: Seriously listening to their markets; construct customer-side ROIs; do whole-product thinking. Hosted by 'Agile Entrepreneurs'
What Your Roadmap Audiences Are Really ThinkingRich Mironov
Your different audiences have different (often opposing) goals and incentives, which means they probably want different product decisions and therefore different roadmaps. You need to understand and anticipate their agendas. What is your sales team thinking while you talk about next quarter? What questions are your marketers too polite to ask? And the questions you wish your executives wouldn't ask?
How To Manage Misaligned Stakeholders (Who Are Usually Misaligned)Rich Mironov
Prioritization is hard, and we HOPE that a clear corporate strategy plus well-considered OKRs will get our internal stakeholders to agree on what’s most important: unambiguous #1 and #2 and #3 priorities. That our spreadsheets and analysis will sell everyone on our plan.
But that rarely happens: Sales wants us to put 100% of our development effort against shiny new features (except when every big deal includes a commitment for some tiny off-off item); Support/Customer Success want 100% against bug fixes and workflow improvements and productivity tools; Engineering lobbies for better architecture and scalability and more refactoring...
How do we understand this behavior, appreciate their effort (rather than just being frustrated), and find strategic tools that let us build out a single plan for our products and teams?
"Where Does (Should) Strategy Live in Your Company?" from SDForum Marketing SIG, 4/12/10. Tackles key cross-functional inputs for a strategy, who needs to participate, and where (in a start-up or small company) this should be located/managed from. Highlights product management as typically missing in small Silicon Valley companies.
Product Management Basics (for SCU MBA program)Rich Mironov
For Prof. Kumar Sarangee's MBA class at Santa Clara/Leavey. Basics of tech product management: role, pricing, roadmapping, and "how it is in the real world." Energetic class participation
Product Management Basics for Project ManagersRich Mironov
ProDUCT management is often a murky role: poorly understood and inconsistently practiced across tech companies – and often confused with proGRAM and proJECT management. Yet done well, product management is a driver of market success and effective development. Agile teams building commercial software have additional role confusion between product owners and sometimes-agile product managers. This PMI webinar outlined product management basics, contrasted them with project/program management, and matched this to scrum-defined product ownership.
Talk at Cork IE monthly technology cluster meeting. Focusing on skills rather than titles, how do we avoid product manager/owner failure modes for commercial software?
How Agile Changes (and Doesn't) Product ManagementRich Mironov
Many software development organizations are moving to agile methodologies, but product managers are late to understand how this changes their role within the engineering organization. At the same time, “by the book” agilists tend to misunderstand (or forget about) product management with disastrous results.
This session will recap the essentials of tech product management, loosely define agile, and identify the primary failure modes of companies lacking agile PMs. How should we organize, train and collaborate for success?
Agile@Cork: Silicon Valley View of Product Owner/Manager ChallengesRich Mironov
A talk for Agile@Cork (Ireland) on Silicon Valley's focus on scalable software companies; a sometimes narrow definition of product owner roles; and how software company product folks need to think deeply about market segments rather than individual customers or users.
“Getting Promoted” at SV Product Camp 2013Rich Mironov
At Product Camp Silicon Valley 2013, We had an energetic (semi-structured) discussion about what individual contributor Product Managers do, how this is different from Director-level and VP Product roles, and ways to address various real-world (political) issues
Discussion of what technology product managers do, and how this differs from program/project management. Presents idealized role division, knowing that no organization matches the idea. For IEEE-TMC local meeting
Why You’ll Eventually Need A Product Manager At Your StartupRich Mironov
Very early stage startups (pre-revenue, 10 people or less) don’t have dedicated product managers / product owners. But once they get to 30 people or have a few big-revenue customers, lack of product management can be disastrous. This talk maps out the challenge of growth and when/how product management becomes essential.
Challenges of (Lean) Enterprise Product ManagementRich Mironov
Enterprise software products often have expensive sales teams, long sales cycles, lumpy revenue streams, and organizational gaps between buyers and users. This creates different problems for product managers than with high velocity ecommerce or B2C tech product.
Product Managers, Product Owners, and Need for Real End User ValidationRich Mironov
for Agile Summit Greece (Sept 2018), a talk on barriers for product folks to validate problems and solutions DIRECTLY with end users/customers rather than through stakeholders and intermediates
Intro to Agile Innovation (Agile 2016) Rich Mironov
Innovation is a complicated topic. Product folks often focus externally: how do we build products that customers and buyers find more innovative; out-design the competition; create market advantage? Process folks often focus internally: how do we develop faster, better, with higher quality? This talk suggestions innovation categories, focuses on validating real needs, and topples a few popular innovation myths.
Covid19's Impact On Your Product StrategyRich Mironov
Hosted by Synerzip, this webinar focused on how crises may shift short- and long-term product strategy, anchored by business realities and product/development team needs.
Jak oslovit zákazníky prostřednictvím mobilní navigace gps na cesty-exterJiri Prochazka
Podrobnější info: http://gpsnacesty.cz/
Offline mobilní navigace GPS NaCesty umožňuje firmám skvělou formu výkonnostní prezentace v rámci jejich strategie lokálního marketingu.
Provozovatelem mobilní navigace je Mediatel.cz
Creating Opportunities for Positive Online Student Identitymsarooney
Student wellbeing and how we can give our students the digital tools to create a positive online identity and flourish as respectful and compassionate global citizens.
Real world test - One day wearing 4 activity trackers - 10th feb 2016Maneesh Juneja
I wore 4 wearables on my left arm, to understand how they might vary with regard to number of steps walked and calories burned during a working day. The results are very interesting.
Jak mne sport inspiroval v podnikání - Jiří Procházka Mediatel Jiri Prochazka
přednáška pro Veletrh řešení CZ - http://www.veletrhreseni.cz/timeline/praha-slouzit-zakaznikum-tajemstvi-pridane-hodnoty-2/
Řešení, která odpovídají na otázky:
Jak překonat překážky?
Jak měřit výsledky a dále s nimi pracovat?
Jak být důsledný a trpělivý?
Co dělat a co odložit?
Jak pracovat s motivací?
Jak funguje tým a kdy raději podpořit hvězdu a kdy celek?
Jak růst a posouvat hranice?
Týmový duch, společná radost.
Jak vytěžit zklamání z nezdaru?
Informal discussion about #prodmgmt role, challenges, overlap with product owner & project manager, promotional cycle, and getting into prodmgmt. Hosted by ProdmgmtTalk and Atlassian
PMI-SV: ProDUCT Mgmt Basics for ProJECT MgrsRich Mironov
Basics of proDUCT management, presented to PMI-SV for proJECT and proGRAM managers. How are these the same? different? #prodmgmt is responsible for commercial success, while project mgmt marshalls resources and schedules and staff
Agile ProDUCT Management Essentials for ProJECT and ProGRAM ManagersRich Mironov
This September webinar for PMI’s Agile Community of Practice laid out the basics of tech product management, how it maps against project/program management, and how agile shifts these (traditional) roles.
Product Management 101: #1 How To Create Products Customer Love.Jean-Yves SIMON
An introduction to Product Management, for people involved in technology or software companies. Mainly aimed at evangelizing the role and responsibilities across an organization.
This is the #1 presentation out of a serie of 10 sessions.
Special thanks to Marty Cagan @ SVPG for the title :)
I plan to walk through multiple patterns of failure and how product owners are controlled/ liberated by the organizational culture and vice-versa both in start-up environments as well as in medium and large sized organizations.
Agile product owners-what ails them (philly_dayofagile)Anupam Kundu
Presentation I used at Philadelphia Day of Agile (#dayofagile) http://dayofagile.org/agenda.
It was received well within the audience. Any comments are welcome...
This presentation was designed as a primer and introduction to product management and was hosted by General Assembly DC. GA's full Product Management Immersive will run from Dec 1 - Feb 19 and again from Mar 16 - May 21. Details can be found here: http://ga.co/h7S .
It is a fallacy that the roles are Product Manager vs. Product Owner. Both can, and do, co-exist in an organization. This presentation explains the role of software product manager and agile product owner. Useful for people not familiar with these terms.
The Product Management Journey by Adobe & PayPal PMsProduct School
Speakers from Adobe and PayPal, have spent a good number of years as Product Managers in their respective companies. Their stories give you an idea of how the role of a Product Manager evolves with time.
Nicolas Schobinger | Business Transformation Academy - Post Merger Integratio...Nicolas Schobinger
This presentation was given to the European Business Transformation Conference, an event of the Business Transformation Academy (www.bta-online.com). The overall topic of the event was “Post-Merger Integration”, which is one of the main triggers for business transformation.
The case study presented is the one of SAP's own integration of acquired BusinessObjects. The presenter was leading the worldwide PMO for the Day 1 PMI phase.
How Agile plus Product Management helps Build the RIGHT Things the RIGHT WayRich Mironov
Strong product managers spent up to half of their time talking directly with customers, buyers, and partners. And the other half of their time with their teams: framing problems, collaborating on solutions, translating features into benefits and vice versa. Making sure that we’re building the RIGHT things as validated directly by users and buyers so that we deliver customer-defined value as well as increased velocity. That’s different from the narrow scrum definition of product owner, which is mostly internal-facing.
Software PricingDemystified (The Basics)Rich Mironov
Software is intangible: it doesn't have weight or size or per-unit manufacturing costs. But if we're in the software business, we have to assign units and prices that reflect our value to customers. And we should be mapping out pricing strategy before we start development, not the day before product launch. This talk touched: computing (estimating) customer value; pricing units; scale-up; segmentation; and pricing/value tiers.
Companies building enterprise tech products are different from companies building mass consumer tech. Large-ticket deals, long sales cycles, name-and-face customer relationships, and complex buying processes shape what we build and how we bring it to market. Having a hundred customers each spending $1M/yr is a radical departure from a million customers each spending $100/yr.
Validation and Product-Market Fit (Auckland, August 2018)Rich Mironov
At Callaghan Innovation's Southern SaaS conference (28 Aug 2018): We all resist doing market/product validation before starting the development cycle, but this is one of our biggest determinants of product success.
22 May 2018 talk on differences between consumer tech (B2C) and enterprise tech (B2B) companies for Lean Product/UX Silicon Valley meetup. Emphasis on:
- dozens of in-depth interviews vs. thousands of market funnel A/B tests
- understand both buyers and users
- predicable pressure for “specials” on major deals
- need for product to deliver against customer's quantitative metrics
Building and scaling a product team is a challenge that every successful product company faces. Brainmates hosted this Sydney AU meetup where we talked about:
- When and how does a startup hire its first product manager?
- Division of labor: how do we grow from one to three to many product folks?
- End-to-end management of product elements/features, or product owner and business owner roles?
- How big is too big?
Product Tank Dublin: Scaling Agile Product ModelsRich Mironov
"Product Managers, Product Owners, Scalable Agile Product Models:" what do the first few scale-ups of product management look like, from one end-to-end PM to several to a multi-tier model? And what are some of the challenges/pitfalls?
Product Career Ladder: Getting Promoted to DirectorRich Mironov
Director-level and VP Product leaders do different work than individual contributor Product Managers. How do you signal that you’re interested in “the next job up” while respecting your current manager? How have attendees gotten promoted to Director?
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)
Agile205: 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 about offerings/benefits/pricing/packaging/channels/financial goals, and managing sales/customer relationships on behalf of executives. Since products often span multiple scrum teams, some products have a mix of product owners and product managers. We'll introduce product owners, map that against software product managers, and talk through approaches to meet all of the product needs for a market-successful product.
Making The Right Strategic Choices in Product PortfoliosRich Mironov
Software executives and software product managers focus first on putting the right products into their portfolios - since the primary drivers of market success are identifying the right markets, segments and customer problems to solve. Deciding what products to build, and their relative priority, is a top-down strategic process supported by metrics-driven engineering and program management
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
1. Produktledardagen 2012:
Product Management
Observations from
Silicon Valley
Rich Mironov
Stockholm
22 March 2012
1 - PRODUKTLEDARDAGEN 2012 www.mironov.com
2. About Rich Mironov
Veteran product manager/exec/strategist
Organizing product organizations
Business models, pricing, agile
5 startups, including as CEO/founder
“The Art of Product Management”
Founded Product Camp, chaired first
product stage at Agile conference
2 - PRODUKTLEDARDAGEN 2012 www.mironov.com
3. Agenda
1. What do product managers Produktledar
dagen:
do?
Product
2. Impact of Agile Management
trends
3. Lean Startup is Hot
4. Take-Aways
3 - PRODUKTLEDARDAGEN 2012 www.mironov.com
4. Our Challenge
Technical product management in Silicon
Valley for 40+ years
But…
Inconsistent titles
Responsibility > authority
Parent organization (Eng Marketing)
People problems > technical problems
4 - PRODUKTLEDARDAGEN 2012 www.mironov.com
5. We Are Now A Community
Ten years ago…
Very few PM articles, books, thought leaders
SVPMA was the only face-to-face network
Now…
27 Product Camps in 2011
90+ blogs, LinkedIn groups, Twitter…
Formal classes (2-day, 5-day, 20-day)
More respect, more networks, more recruiters
5 - PRODUKTLEDARDAGEN 2012 www.mironov.com
6. What Does a Product Manager Do?
For commercial technology (HW/SW/Services)
PM drives delivery and market
acceptance of whole products
PM targets market segments,
not individual customers
For strategic internal development
PM resolves competing priorities
PM drives acceptance and adoption
6 - PRODUKTLEDARDAGEN 2012 www.mironov.com
7. What Does a Product Manager Do?
budgets, staff, strategy, forecasts,
commitments, roadmaps,
targets competitive intelligence
Executives
market information, priorities,
requirements, roadmaps, MRDs, Field input,
personas, user stories… Product market feedback
Management
Mktg & Markets &
Development
Sales Customers
product
Segmentation, messages,
benefits/features, pricing,
qualification, demos…
7 - PRODUKTLEDARDAGEN 2012 www.mironov.com
8. Product Mgmt Planning Horizons
many years
Strategy
years
Exec Portfolio
many mons
Product
PM Release 2-9 mon
Sprint 2 wk
Dev
Team Daily
Time scale depends on
8 - PRODUKTLEDARDAGEN 2012 product and sales cycle
www.mironov.com
9. Nature of Product Role
No natural sequence for PM
Must work all aspects in parallel
Entire planning onion
Intensely interrupt-driven
Bottom-up meets top-down
Product Management must provide
strategy, judgment and integration
as well as execution
9 - PRODUKTLEDARDAGEN 2012 www.mironov.com
10. The ideal candidate
for a tough job…
10 - PRODUKTLEDARDAGEN 2012 www.mironov.com
11. Agenda
1. What do product managers Produktledar
dagen:
do?
Product
2. Impact of Agile Management
trends
3. Lean Startup is Hot
4. Take-Aways
11 - PRODUKTLEDARDAGEN 2012 www.mironov.com
12. Product Managers Should Love Agile
We all want better/faster development
Agile = collection of software best practices
Product Owner: how engineers see
product management
IMHO, a tragedy for revenue products…
12 - PRODUKTLEDARDAGEN 2012 www.mironov.com
16. Agenda
1. What do product managers Produktledar
dagen:
do?
Product
2. Impact of Agile Management
trends
3. Lean Startup is Hot
4. Take-Aways
16 - PRODUKTLEDARDAGEN 2012 www.mironov.com
17. Blank & Ries
Every entrepreneur in Silicon Valley
has read these books
Focus on product/market fit
Early testing and quick pivots
Fail Fast
IMHO, much better results with
seasoned product managers
17 - PRODUKTLEDARDAGEN 2012 www.mironov.com
18. Agenda
1. What do product managers Produktledar
dagen:
do?
Product
2. Impact of Agile Management
trends
3. Lean Startup is Hot
4. Take-Aways
18 - PRODUKTLEDARDAGEN 2012 www.mironov.com
19. Product Management Take-Aways
We need to drive clarity and appreciation of
product management
Great product management can be invisible
PM leaders work on organizational and
strategy issues
PM must drive company-wide
improvements: agile, lean,
strategy
19 - PRODUKTLEDARDAGEN 2012 www.mironov.com
Hewlett-Packard Company co-founder William R. (Bill) Hewlett (right) talking with an HP Labs employee at the workbench in February 1956.
Pragmatic and 280 Group are from late 1990’s. Steven Haines’ PM Desk Reference. SVPMA is 10 years old.Blogs: Tyner-Blain, Cranky PM, ONPM blogroll http://onproductmanagement.net/resources/blogroll/ has 87 PM + PMM and othersRecruiters recognize the title
No natural sequence for PMMust work all aspects in parallelPlanning onion as simultaneous equationBottoms-Up Shapes Top-DownCustomer visits inform market viewCompetitive price points drive business modelFeature complexity shapes release planTop-Down Shapes Bottoms-UpMarket segmentation determines customer selection and benefitsProduct strategy drives backlogProduct Management provides strategy, judgment and integration as well as executionOwning market success is an unbounded problem