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.
XYZ company implemented a Connect + Develop initiative to source at least 50% of innovations from outside the company. This initiative aims to more effectively acquire innovations and reduce time to market. It allows XYZ to leverage the 1.5 million scientists and engineers globally working in relevant fields beyond its own 9,000 researchers. Through its website and intelligence search engine, XYZ identifies external companies and individuals with proven technologies and solutions to potentially improve upon. The Connect + Develop initiative facilitates interaction between large companies like XYZ and smaller, innovative entrepreneurs as development costs rise and open innovation is sought.
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.
XYZ company implemented a Connect + Develop initiative to source at least 50% of innovations from outside the company. This initiative aims to more effectively acquire innovations and reduce time to market. It allows XYZ to leverage the 1.5 million scientists and engineers globally working in relevant fields beyond its own 9,000 researchers. Through its website and intelligence search engine, XYZ identifies external companies and individuals with proven technologies and solutions to potentially improve upon. The Connect + Develop initiative facilitates interaction between large companies like XYZ and smaller, innovative entrepreneurs as development costs rise and open innovation is sought.
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.
Employee Voice has completed phase 1 and allows organizations worldwide to share ideas internally. Phase 2, Global Idea Share, will allow proven, successfully implemented ideas to be easily shared among organizations globally. This will leverage Employee Voice's technique of crowdsourcing ideas within an organization and enable sharing ideas that have been proven successful. The process involves employees suggesting ideas, donating successful ideas to an idea store, other organizations importing relevant ideas to evaluate, and donating their own successes. This expands innovation and problem solving by allowing more people worldwide to work on improving life.
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'
This document discusses challenges managers face in adopting Agile and provides recommendations. It identifies issues like command and control management styles, lack of a systemic view, fears of change, and cultural influences. The document recommends that managers receive coaching to develop a servant leadership approach, break down silos, promote communities of practice, and drive cultural change through Agile values rather than conforming to existing culture. Adopting new management styles and developing systemic thinking can help managers support Agile teams.
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
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.
This document discusses how organizations can grow to become more agile. It focuses on four levels - individuals, teams, Scrum Masters/Product Owners, and the organization as a whole. For each level, it provides examples of initiatives that can be taken including training, coaching, facilitating reflection, and fostering communities of practice. The goal is to progress from initially installing agility to eventually perfecting agility through continuous improvement. Key aspects discussed include developing an agile culture and mindset, promoting intrinsic motivation, leadership as a distributed trait, and fostering alignment through vision and sensemaking.
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
innovation for development ابتكار من اجل التنمية salih mahmod
1) The document outlines an organization called Innovation for Development that provides training, technical support, networking opportunities, and resources to entrepreneurs to help promote development goals and support innovators.
2) Key activities of Innovation for Development include workshops, gatherings, and a forum to help build innovation teams, develop strategies, and promote programs.
3) The most innovative, cost-effective projects will be selected to present to investors at the Innovation for Development Forum 2016.
This document discusses how organizations can grow to be more agile. It emphasizes that becoming agile is a journey that involves initiating, installing, and perfecting agility over time. Key aspects of this journey include developing agile teams and culture, coaching individuals and roles like Scrum Masters and Product Owners, and helping leadership foster organizational alignment. Coaching and developing skills like reflection are important for continuous improvement across teams, roles, and the organization overall. The goal is for the entire organization to develop an agile mindset and way of working.
Innomantra fortune india -company of the year 2022 Innomantra
Innomantra Consulting Private Limited is an innovation, intellectual property management, and consulting company established in 2010. It helps clients design and achieve innovation strategies from ideation to implementation. Innomantra has over 60 clients from small/medium businesses to Fortune 500 companies spanning industries like aviation, automotive, IT, and more. The company's products include frameworks for functional innovation and digital transformation. Innomantra is led by CEO Lokesh Venkataswamy and COO Rakesh Babu KL, who have extensive experience in innovation and consulting. The company aims to become a leading integrated digital, innovation and IP advisory firm.
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.
The document outlines eight disciplines of enterprise modernization: total service orientation, innate entrepreneurship, business ecology, on demand enterprise architecture, centers of excellence, continuous improvement, sustainability, and tenacious leadership. It discusses each discipline in 1-2 paragraphs and provides examples. The overall document promotes an approach to continuously improving and innovating the enterprise in order to survive in the new economy.
Idea management is the process of facilitating ideation from an organizational perspective. It involves acquiring, creating, and evolving new ideas. Good idea management turns good ideas into good business by selecting the best options to commercialize the best ideas. Key aspects of idea management include designing idea artifacts to manage explicit ideas, organizing ideas into idea portfolios, and using a staged development process to determine which ideas to commit resources to commercializing.
Scrum provides an agile, iterative development process focused on efficient delivery while the C-Suite needs to focus on both efficient exploitation of existing opportunities and effective exploration of new opportunities through innovation. Bridging this gap requires translating scrum deliverables and processes to business terms that the C-Suite understands, involving management in decision making, and demonstrating how agile practices help achieve both bottom line efficiency and top line growth through new products and customers.
This document provides information about the Lean Launchpad course at NYU's ITP program. The course is designed to teach students entrepreneurship and customer development skills based on the Lean Launchpad methodology developed at Stanford and Berkeley. Students will work in self-formed teams over the semester to develop business models and minimum viable products, with a focus on conducting customer interviews to define problems and opportunities. The course aims to combine Lean Launchpad practices with ITP's culture of creative and collaborative making.
Employee Voice has completed phase 1 and allows organizations worldwide to share ideas internally. Phase 2, Global Idea Share, will allow proven, successfully implemented ideas to be easily shared among organizations globally. This will leverage Employee Voice's technique of crowdsourcing ideas within an organization and enable sharing ideas that have been proven successful. The process involves employees suggesting ideas, donating successful ideas to an idea store, other organizations importing relevant ideas to evaluate, and donating their own successes. This expands innovation and problem solving by allowing more people worldwide to work on improving life.
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'
This document discusses challenges managers face in adopting Agile and provides recommendations. It identifies issues like command and control management styles, lack of a systemic view, fears of change, and cultural influences. The document recommends that managers receive coaching to develop a servant leadership approach, break down silos, promote communities of practice, and drive cultural change through Agile values rather than conforming to existing culture. Adopting new management styles and developing systemic thinking can help managers support Agile teams.
To have a sustainable innovation strategy, organizations should focus on process improvement and continuous innovation by building on their current strengths to develop new products and services, as well as focusing on improving existing business processes. They should also advocate for a culture of innovation, understand the role of technology, and create an innovation program to identify pain points and challenges to drive the development of innovative solutions.
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.
This document discusses how organizations can grow to become more agile. It focuses on four levels - individuals, teams, Scrum Masters/Product Owners, and the organization as a whole. For each level, it provides examples of initiatives that can be taken including training, coaching, facilitating reflection, and fostering communities of practice. The goal is to progress from initially installing agility to eventually perfecting agility through continuous improvement. Key aspects discussed include developing an agile culture and mindset, promoting intrinsic motivation, leadership as a distributed trait, and fostering alignment through vision and sensemaking.
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
innovation for development ابتكار من اجل التنمية salih mahmod
1) The document outlines an organization called Innovation for Development that provides training, technical support, networking opportunities, and resources to entrepreneurs to help promote development goals and support innovators.
2) Key activities of Innovation for Development include workshops, gatherings, and a forum to help build innovation teams, develop strategies, and promote programs.
3) The most innovative, cost-effective projects will be selected to present to investors at the Innovation for Development Forum 2016.
This document discusses how organizations can grow to be more agile. It emphasizes that becoming agile is a journey that involves initiating, installing, and perfecting agility over time. Key aspects of this journey include developing agile teams and culture, coaching individuals and roles like Scrum Masters and Product Owners, and helping leadership foster organizational alignment. Coaching and developing skills like reflection are important for continuous improvement across teams, roles, and the organization overall. The goal is for the entire organization to develop an agile mindset and way of working.
Innomantra fortune india -company of the year 2022 Innomantra
Innomantra Consulting Private Limited is an innovation, intellectual property management, and consulting company established in 2010. It helps clients design and achieve innovation strategies from ideation to implementation. Innomantra has over 60 clients from small/medium businesses to Fortune 500 companies spanning industries like aviation, automotive, IT, and more. The company's products include frameworks for functional innovation and digital transformation. Innomantra is led by CEO Lokesh Venkataswamy and COO Rakesh Babu KL, who have extensive experience in innovation and consulting. The company aims to become a leading integrated digital, innovation and IP advisory firm.
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.
The document outlines eight disciplines of enterprise modernization: total service orientation, innate entrepreneurship, business ecology, on demand enterprise architecture, centers of excellence, continuous improvement, sustainability, and tenacious leadership. It discusses each discipline in 1-2 paragraphs and provides examples. The overall document promotes an approach to continuously improving and innovating the enterprise in order to survive in the new economy.
Idea management is the process of facilitating ideation from an organizational perspective. It involves acquiring, creating, and evolving new ideas. Good idea management turns good ideas into good business by selecting the best options to commercialize the best ideas. Key aspects of idea management include designing idea artifacts to manage explicit ideas, organizing ideas into idea portfolios, and using a staged development process to determine which ideas to commit resources to commercializing.
Scrum provides an agile, iterative development process focused on efficient delivery while the C-Suite needs to focus on both efficient exploitation of existing opportunities and effective exploration of new opportunities through innovation. Bridging this gap requires translating scrum deliverables and processes to business terms that the C-Suite understands, involving management in decision making, and demonstrating how agile practices help achieve both bottom line efficiency and top line growth through new products and customers.
This document provides information about the Lean Launchpad course at NYU's ITP program. The course is designed to teach students entrepreneurship and customer development skills based on the Lean Launchpad methodology developed at Stanford and Berkeley. Students will work in self-formed teams over the semester to develop business models and minimum viable products, with a focus on conducting customer interviews to define problems and opportunities. The course aims to combine Lean Launchpad practices with ITP's culture of creative and collaborative making.
Project sprint case study in digital educationShu Hiong Tan
The document describes a case study of a project using sprints in digital education. 31 people from across the organization were divided into 6 multidisciplinary teams to tackle a work-related challenge. They participated in a 90-minute workshop introducing human-centered design. Most participants had never interacted with users before and discovered their assumptions were incorrect. 6 prototypes were built and tested, with 3 being pursued further to potentially become new products. The sprint was a impactful learning experience that showed greater results could be achieved with a real project sprint.
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
What We're Learning at the Laboratory of Innovation Sciences at HarvardEpi Ludvik Nekaj 宇 赫
The document summarizes the work of the Laboratory for Innovation Science at Harvard (LISH). LISH conducts research on innovation and solves real-world problems using crowdsourcing and open innovation. It has areas of focus such as data science, AI, crowdsourcing, and science of innovation. LISH also runs programs like The Crowd Academy to bring practitioners together and shares lessons learned around adopting new technologies. It has launched Open Assembly to help organizations transition to new ways of working using crowdsourcing.
This document provides an overview of session two of a social innovators workshop. It introduces tools for social innovation like design thinking and culturally relevant pedagogy. Participants are asked to reflect on identifying problems in their communities and developing theories of change. The document also discusses collaborating with students and gathering feedback. Participants will present their ideas to clusters in the next session.
SPYCH is a marketing research firm passionate about understanding people and helping companies evolve. They conduct various types of research using methods like focus groups, surveys, and social media research. This helps clients solve problems, develop new products and services, and better connect with customers. SPYCH prides itself on expertise in youth segments and understanding changing consumer behaviors. They provide innovative and engaging video deliverables to clients. SPYCH has worked with many large companies and helped with projects like anti-bullying campaigns and redesigning home improvement stores.
The document provides 9 tips for building a healthy product culture at a company. It discusses the challenges of scaling product teams and losing touch with the product culture. It emphasizes that product culture needs active care. The tips include building a community of values, celebrating good behavior, learning from each other and others, establishing a culture of experimentation, and encouraging alignment through clarification, giving overviews, and encouraging escalation when needed. The overall message is that shared values, continuous learning, and alignment are important for turning individual product talent into a cohesive organizational product culture.
Communities of practice are groups of people who share common goals or interests in a topic. They come together to share best practices, facilitate collaboration and learning, and advance their domain of professional practice. To build a community of practice, you inquire about its purpose and goals, design activities and processes, prototype to establish success, launch, grow engagement through collaborative learning, and sustain the knowledge created. Communities of practice are important because they connect people, provide a shared context for dialogue and learning, and help capture and diffuse existing knowledge.
Tools for Distributed Collaborative Product Innovation (2009)Wolfgang Greller
The document discusses tools and strategies for collaborative innovation, including:
1) The idSpace project which aims to develop tools and training for distributed, collaborative product innovation.
2) Determinants of innovative thinking like leveraging existing knowledge and anticipating future needs.
3) Collaborative strategies from computer-supported collaborative learning (CSCL) like brainstorming, mind mapping, and the jigsaw technique.
4) The need for environments like idSpace that contain integrated toolsets to describe ideas, collaborate, and share resources with extensible pedagogical approaches.
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.
This document provides an overview of the design thinking process used at the d.school at Stanford University. It outlines the main modes of the process - Empathize, Define, Ideate, and Prototype. For each mode, it describes what the mode is and why it is important. It also lists specific methods that can be used in each mode to do design work. The document is intended as a toolkit for practitioners to support their use of a human-centered design process.
Innovation trends in humanitarian actionShiftbalance
The document discusses leveraging design thinking and human-centered design approaches to innovation in humanitarian action. It outlines three phases of the design process - Empathize, Create, and Deliver. The Empathize phase involves understanding user needs through observation, engagement, and immersion. The goals are to understand who to talk to, how to gain empathy, and how to capture stories. The Create phase takes the insights from research to identify opportunities and brainstorm solutions. The Deliver phase focuses on identifying capabilities, sustainability, piloting solutions, and measuring impact. The overall document provides guidance on applying a human-centered design process to innovation in humanitarian contexts.
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.
Madeline Smith, Presentation TCI2018 European Conference SofiaTCI Network
This document summarizes key points from a conference on designing university-business collaborations for innovation. It discusses how innovation emerges from collaborative conversations and networks. Design is presented as the process for creating preferable futures and innovations by fashioning engagements between people and things. Experience labs are highlighted as a way to foster cultures of innovation through individual, team, and organizational skills development. Case studies show how experience labs have helped develop new products and markets in just 12 months through an iterative testing process involving designers, consultants, patients, and others. The role of design is outlined as a structured creative process focused on user needs and safe iteration to build capabilities and long-term strategies.
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.
The document describes L*unchBox, a multidisciplinary innovation workshop where students from different backgrounds work together over a week to solve real-world challenges. It discusses the origins of L*unchBox in 2009 and explains that the complexity of modern problems requires mixing skills and backgrounds. The workshop provides hands-on experience for students and uses design thinking tools and methods to generate ideas and develop concepts. Participants gain experience with collaborative problem solving while workshop leaders explore how to enable multidisciplinary innovation.
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).
The document provides an overview of Dan Olsen's background in engineering, product management, and as the founder of a Lean Product Meetup group. It discusses key concepts for building the right product like determining customer needs, defining a value proposition, and creating a minimum viable product (MVP). Specific frameworks are presented for identifying underserved needs, prioritizing features, mapping benefits to features, and calculating the opportunity score of potential product ideas. The document emphasizes the importance of testing products with customers throughout the development process.
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
This short document praises engineering leads and their important relationship with product managers. It notes that the engineering lead holds down the fort and is critical to a successful product. It suggests elevating the engineering lead to a partner through empathy and appreciation for their work.
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
This document provides a summary of how to build and scale a sustainable growth strategy through establishing functional growth teams and experimentation. It discusses defining product-market fit, setting up growth teams with roles like product manager, marketer, designer, engineer, and data analyst. It emphasizes an experimentation mindset with phases of discovery, prioritization, design, execution, measurement, and learning. The goal is to scale by continuously testing and optimizing around a north star metric through this process.
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.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
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Taurus Zodiac Sign: Unveiling the Traits, Dates, and Horoscope Insights of th...my Pandit
Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
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!