This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
The whys, hows and whats of lean startup. 2 years of learning condensed into a 2-hour class.
Watch the recording of this talk at https://youtu.be/Un9O4mpR5k0
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
Practical Product Management for new Product ManagersAmarpreet Kalkat
This presentation provides tips and tools for a professional who is new to Product Management function (in software).
It does not cover the full lifecycle of a product and primarily focuses on the product development/product building phase. As such, it is more usable for professionals working on existing products than for those in the process of building new products from scratch.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Product Management by Numbers: Using Metrics To Optimize Your Product by Dan ...Dan Olsen
Best practices in using metrics to optimize your web product. I gave this webinar on Dec 17, 2008, as part of FeaturePlan's series "The Product Management View".
The whys, hows and whats of lean startup. 2 years of learning condensed into a 2-hour class.
Watch the recording of this talk at https://youtu.be/Un9O4mpR5k0
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
How to Modify the Marketing Mix by Acuity Advisor PM ConsultantProduct School
Main takeaways:
- How do you modify the marketing mix, typically used in linear business models, for platform/marketplace business models
- How is marketing modified for the “sharing economy” and the “zero-marginal cost society”
- How do you market “experiences” and not just “commodities,” “products,” “services”
Design thinking is a method for the practical, creative resolution of problems using the strategies designers use during the process of designing. Design thinking has also been developed as an approach to resolve issues outside of professional design practice, such as in business and social contexts.
Here is BMGI's Design Thinking Approach for Value Creation
Reach Out : prashantj@bmgindia.com
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
The whitepaper addresses a lot of issues many people are faced when developing their own electronic products; it also offers a checklist that guides the developers through the complex process of new product development. All the content is written by the experienced staff at Titoma Design, a product development firm that has been in the business since 1999. Contact us if you have any questions about the content.
Lean Product Management: The Art of Known UnknownsNatalie Hollier
(This presentation was given at the Lean Strategy + Design Salon meetup in New York: http://www.meetup.com/LeanStrategyPlusDesign/events/200913392/)
"Innovate or die” is the mantra of successful companies. So how can we build innovation into our product development process? By combining design thinking, lean startup and agile we get a recipe for repeatable innovation: lean UX. Lean UX and lean startup methods are being used today by many startups and innovation labs to take a learning approach to discovering and building the best product for customers.
But what does repeatable innovation look like scaled across an enterprise? This talk will share how to apply lean product practices as a continuous process across multiple products and agile development teams in an organization. With real examples and artifacts you will learn how to manage - and thrive - in uncertainty to create awesome products.
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
How to Modify the Marketing Mix by Acuity Advisor PM ConsultantProduct School
Main takeaways:
- How do you modify the marketing mix, typically used in linear business models, for platform/marketplace business models
- How is marketing modified for the “sharing economy” and the “zero-marginal cost society”
- How do you market “experiences” and not just “commodities,” “products,” “services”
Design thinking is a method for the practical, creative resolution of problems using the strategies designers use during the process of designing. Design thinking has also been developed as an approach to resolve issues outside of professional design practice, such as in business and social contexts.
Here is BMGI's Design Thinking Approach for Value Creation
Reach Out : prashantj@bmgindia.com
Evidence-based Entrepreneurship by Steve Blank
Steve Blank @sgblank Stanford / Berkeley / Columbia
The Lean Startup Conference 2013
http://leanstartup.co/
The whitepaper addresses a lot of issues many people are faced when developing their own electronic products; it also offers a checklist that guides the developers through the complex process of new product development. All the content is written by the experienced staff at Titoma Design, a product development firm that has been in the business since 1999. Contact us if you have any questions about the content.
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
Content personalisation is becoming more prevalent. A site, it's content and/or it's products, change dynamically according to the specific needs of the user. SEO needs to ensure we do not fall behind of this trend.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
Scoping your next release defining and documenting mv psTristan Senycia
Developing a Minimum Viable Product (MVP) is a good way to reduce risk and can help you launch your product quickly with a small budget.
This approach can also allow you to collect users’ feedback for the primary product and include it in the future iterations. The MVP can help you find the right audience, pull the ideas based on experience and save time.
In this session, we will run through how to Scope your Minimum Viable Product, covering
- How to properly document your Product Vision
- Why we need to document your Product Vision accurately
- What to take into account
- Who needs to be involved in the process
- What founders often overlook / mistakes that can be made
- Minimum Viable Process Definition
- Whether or not you are creating an MVP or an MVP candidate
- How your MVP relates to your overarching Go-To-Market Strategy
- Product Concept Testing
This workshop is for pre startups, startups and existing business owners who want to launch develop an idea and or launch new products.
Speaker Profile:
Tristan has had 9 years Product Ownership experience and 4 years of Product Management experience.
Tristan was on the original founding team of YouTeam, a successfully, [originally] London-Based tech startup, which was subsequently backed by Y-Combinator (AirBnB, Dropbox, Stripe etc) and u.Ventures.
Prior to this Tristan went through and was funded by Australia’s most prominent accelerator programme, Accelerating Commercialisation, which invested $50k in his first SaaS startup.
Architects and Designers do understand the principles of design. While delving on Requirements without paying heed to the needs to identify latent needs is a challenge
2. INTRODUCTIONS Mike Dowson Project Director at RTC North Director of Design Network North Previously: New Holland Massey Ferguson Case Corp Draeger Safety
4. CONTENTS Introductions What is Innovation? Why innovate? Must be in the Strategy Signs of businesses not innovating The Innovation Process Summary & Conclusions Links and sources of support
5. What is Innovation “The implementation of a new or significantly improved product (goods or service) or process, a new marketing method, or a new organisational method in business practises, workplace organisation or external relations” Guidelines for Collecting and interpreting Innovation Data (Oslo Manual) OECD 3rd Edition 2005
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7. For every £100 a business spends on design, turnover increases by £225.
8. Businesses that add value through design see a greater impact on business performance than the rest.Design in Britain 2005–06 and the Value Added Research 2007 - Design Council
9. Innovation must be in the Strategy! Innovation isn’t a “bolt on” activity Must be driven from the Top down Needs a focus across the Company “Innovation distinguishes between a leader and a follower “ Steve Jobs , CEO Apple
10. Signs of lack of or need for Innovation Cars: Retail: Word processing: Internet:
11. Signs of lack of, or need for, Innovation A NEED FOR INNOVATION No new products launched for some time Totally dependent on 1 or 2 products Can’t clearly express what differentiates them from other companies Lack of growth ESTABLISHED BUSINESSES WHO MIGHT BE LOSING THEIR WAY “Beaten up” by competition – not sure how to fight back Reduced profit margins If becoming more dependent on reacting to customer wishes and creating bespoke solutions Internal design resource is focussing on problem solving, “fire fighting” LACK OF FOCUS No evidence of designated and dedicated design / innovation resources If they have a unique, strong process or technology but are struggling to exploit LOOKING TO EXPLOIT OPPORTUNITIES If a sub-contractor and want to become a manufacturer of own products / extra growth Want to enter new markets but current products don’t meet requirements
14. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
15. 1. The Process You need a process, no matter how small you are Case Studies: Large business: Draeger Safety SME: Airowear
16. PRP Project Realisation Phase PDP Project Definition Phase PPP Project Preparation Phase PIP Project Idea Phase Gate 2 Gate 5 Gate 4 Gate 3 Gate 1 Large Business – Draeger Safety Classic “Stage – Gate” Process But with a lot of detail & complexity.....
19. Map current process feedback sales customer Distribution feedback Requirement specification Functional specification Marketing Specification/ Data sheet software Design prototype Test In-house production service electronics Project reviews (every 2 weeks) Dvpt. +sales Ideas Market Experiments Approval testing Test externally hardware CE marking (EMC)
22. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
23. Where to innovate next? It is equally (more?) important to select WHAT you will innovate as HOW you will do it Driven by the company strategy Customer focussed Must differentiate Must make clear, conscious decisions Process is called “Portfolio Management”
32. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
33. Customer focus Probably paid the most “lip service” of any business topic Henry Ford comment “If I’d asked them what they wanted, they’d have said a faster horse” Will now present: The KANO model A Case Study from Procter & Gamble
36. Is an integral part of the NPD for many firms with highly complex, engineered products
37. Classifies / rates product characteristics based on importance to customers
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39. Case Study – Procter & Gamble The basic innovation process… Identify the target consumer Establish the target consumers aspirations and needs Define the benefits that will deliver his/her needs Establish holistic product design features that will deliver the benefits Define success criteria and measures Develop the product !! Create the story
40. Case Study – Procter & Gamble What people want….. Emotional Values & Aspirations Physical Standards of Excellence Found in “magic moments”, beliefs, aspirations, frustrations. Found in habits & practices, compensating behaviors; expressed as metaphors. An Experience that builds loyalty
44. Case Study – Procter & Gamble Technology Example: Tuck umbilical flap Rounded edges All over fastening Textured backsheet Finished leg cuff
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46. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
47. I have not failed. I’ve just found 10,000 ways that won’t work…
48. Creativity & Concept Generation Create many concepts Get early feedback and buy-in Costs are low in the early stages Costs and consequence of failure increase
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55. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
63. The mid range trimmers being developed at the same time by another engineer would also carry this feature, 2 guards were required here.
64. We delayed all tooling and CAD for other trimmer guards in both projects until we had developed the solution to pass all new tests for the guard.
65. Several tooling modifications and process changes were carried out to make it happen, finally we had guards that survived 100 Hrs of grass cutting, 200N pull tests, and 10,000 hinge movements.
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67. We had fully developed the hinge to be robust enough for outdoor product use. Succeeded to get the feature without additional tooling, or any additional assembly operations.
68. We were, I believe, so keen to solve the technical problem of could it be done, we didn’t fully consider if it should be done.
69. The solution we had may be rejected by consumer preconceptions.
70. 3 months away from production and we needed a new solution, the feature was wanted, but without the stress mark.
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72. The final solution agreed suitable for the market place was a separate tree guard attached to trimmer guard via a snap-on hinge, this performed well, was easier to manufacture and would allow customer replacement.
73. 6 new designs and tools were required, with the knowledge gained from the other guards, the design to manufacture timescale was extremely quick. Tools were completed in time for production.
74. Not the best way to get there, but this was the better solution.
84. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
85. What is the aim of Intellectual Property? To protect an idea, concept, information, innovation Intellectual Property Rights (IPRs) grant a monopoly right over an idea, concept, innovation so that the owner of IPR can stop others from using the IP without their permission
86. INTELLECTUAL PROPERTY IPRs Other Appliedfor Automatic Knowhow Tradesecrets Patents Copyright Trade marks Design right Registered designs
87. TRADE MARKS Can protect: words logos slogans sounds colours shapes smells Purple in relation to milk chocolate Microsoft Nike
91. UNREGISTERED DESIGN RIGHT Unregistered design protection in UK and EU Automatic protection on creation of design Protects the outward appearance of design Design must be new
92. COPYRIGHT Unregistered protection Automatic protection on creation of work Protects the physical expression of idea or content – does not protect the idea Protection includes: original literary (including software), dramatic, musical and artistic works original sound recordings, films, broadcasts and cable programmes
100. Is my invention patentable? Ask yourself How is it different from what is already available? Does that “difference” have a technical advantage? Online patent searching Espacenet database Keyword in title or abstract Applicant’s name Patent Advice Centre Newcastle City Library Ask a patent attorney
110. The value of intellectual property Intangible Assets are: 68% of enterprise value of WAL-MART 89% of enterprise value of Coca-Cola 80% of enterprise value of IBM (Brand-Finance, Sept 2008) Innovative companies see 25% per annum growth in income
111. Apple – an example of how intellectual property is used Names, brands and logos – trade marks to indicate trade origin Apple® iPod® Operating software - copyright Overall appearance – registered design to protect product appearance ‘Clickwheel’ – patent to protect invention
112. WHAT DOES THIS MEAN FOR APPLE®? Nobody can sell products under the same/similar name: SONY ipod – not allowed Iplod – not allowed Nobody can sell products that look the same Nobody can use the “clickwheel” technology Nobody can copy the same operating software
113. Useful websites www.ipo.gov.uk – UK Patent Office www.european-patent-office.org – European Patent Office www.newcastle.gov.uk/core.nsf/a/librariespatents?opendocument#ip- Patent Advice Centre (free) www.espacenet.com – Patent search engine www.handsoffmydesign.com – European site giving a good overview of design related IP www.own-it.org – Site for creative businesses
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115. BrandingThe Process Where to innovate next? Customer focus Creativity & Concepts Development & launch
132. Summary & Conclusions Innovation is critical to business growth and success There is a process underlying many elements Must be driven top-down The customer must be understood Many tools and techniques are available Many services available to support innovation.....
Kano provided a model to represent how customers respond to product attributes. This is different to what a lot of firms use, by specifying things as ‘demands and wishes’. It provides a more qualitative analysis of product characteristics, based on insights on how important (or not) these might be perceived to be by customers.The Kano model has several uses:It offers insights into what really matters to customersIt helps to identify & rank the important product featuresIt helps to increase the probability of the success
We have patents not to keep details of an invention a secret, but instead to Let everyone know about the invention whilst preserving profits for the inventorEncourage the development of science
Ownership of IP – Complex. Ensure it is clear BEFORE you start working with third parties.