Pragmatic Product Strategy - Ways of thinking and doing that bring people together

Learn how to convince others of your UX ideas by understanding them. We are good in designing usable and engaging products and services. We understand the user's needs and have a toolkit with dozens of deliverables. But for some reason it remains difficult to sell an idea or concept to team members, managers or clients. After this session that problem will be solved! Selling your ideas and convincing others is one of the most undervalued assets in our field. This ranges from convincing a colleague to use a certain design pattern to selling research to your boss and convincing a client to go for your concept. You can come up with the best ideas in the world, but if it is presented in the wrong way these ideas will die a lonely dead. This is sad, because everybody can learn how to bring a message across. The main thing is that you know what to pay attention to. In this session I will take you on a journey through the world of presenting ideas. We will move through the heads of clients and your colleagues, learn what their thoughts and needs are. We will move to the core of your idea and into the world of psychology.

The document discusses best practices for creating and managing product roadmaps. It emphasizes starting with a clear product vision and goals focused on solving user problems rather than features. When creating a roadmap, it is important to consider dependencies, risks, and flexibility for changes. Managing stakeholders and updating the roadmap based on feedback and learning are also discussed as critical aspects of effective roadmapping.

In an increasingly competitive market, we believe that businesses will no longer be able to rely on external partners alone to drive innovation. By bringing design capabilities in-house, brands will have the ability to respond rapidly to a world changing around them, adapting constantly to remain fresh and bring relevant innovation to market – becoming what we call a ‘Living Business’. Our ‘Design from Within’ report describes three distinct approaches businesses can take in order to design and innovate internally. Each approach shares common goals - such as creating a culture which inspires creativity, and enabling the business to scale ideas from the drawing board to the marketplace –but the models differ according to the extent of a company’s involvement in them.

This Digital Transformation Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 3,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation Toolkit. It includes all the Frameworks, Tools & Templates required to successfully undertake the Digital Transformation of your organization.This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit in Powerpoint and Excel at www.slidebooks.com

Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement. In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.

Many large companies that have been around for decades, or even newer startups that have found some stability, fall into a dangerous place called “The Build Trap”. In this PRODUCTIZED keynote, Melissa Perri explains how businesses need to restructure their thinking to focus on finding value for the user through experimentation to achieve business goals: getting out of “The Build Trap”

Storytelling is not only an entertaining source for information, but a way to engage and humanize our messages that helps them stick. Our brains are wired for stories. Like a drug, we seek them out. Good stories create lasting emotional connections that persuade, educate, entertain, and convert consumers into brand loyalists. Here’s another good reason to believe in the power of stories: You don't have a goddamn choice. We spend a third of our waking hours crafting stories, and the rest of the time consuming them. Our brains are always searching for stories. You need stories. You live your life around stories. Your life itself is a story. So, now find out how you can use them to better understand how brands and businesses can use storytelling to increase engagement and sales.

This talk describes the way that the DesignOps team at ServiceNow operates, and what it means for the design organisation in ServiceNow. Its products and services include: the definition and maintenance of the product design lifecycle, a design project tracking system, a design review process and procedures, and more. I also describe some of the other impactful developments in ServiceNow, such as our Design System, the alignment of designers to product management, the Insights team that does both market and customer research, and our BizOps team that manages headcount, identifies and creates education opportunities, handles sponsoring, and organizes events for designers.

The product roadmap is a plan of action that outlines of tactical steps to execute the product strategy pushing the product ahead in the trajectory of planned direction in alignment with the product vision while accomplishing short-term and long-term product objectives

In this episode, Matt Williams talks about building a product vision and getting stakeholder buy in. He also covers 'managing up' and how to navigate within your organization, whilst fostering an understanding of vision and user empathy with engineers.

Jerry Chen, partner at Greylock and former VP of Cloud and Application Services at VMware, shares his Unit of Value framework for startups building a go-to-market strategy. He developed this strategy while managing product and marketing teams at VMware that shipped many “1.0” releases, including VMware VDI, Cloud Foundry, and vFabric, and continues to use the framework to evaluate companies as an investor.

This document discusses the digital transformation of high-tech industries. It notes that profit and market value are migrating away from hardware and components towards internet platforms. It identifies trends like artificial intelligence, internet of things, cloud computing and edge processing driving changes. Few product companies have fully transformed, with internet platform companies outpacing spending on research and development. The document outlines a framework for companies to transform their core business while growing new business models in areas like connected products, living products and services, and ecosystem platforms. It emphasizes the need for digital talent and factories to drive transformation.

Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.

Accenture Research and Development solutions help our pharmaceutical and biotech clients solve for patients.

(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests) For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on? The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible. As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times. One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact. To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders. This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others. Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company? We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com) Al Ming July 2015

The document discusses the innovation matrix, which is a tool to help companies choose the best innovation strategy that fits their needs. It outlines two key parameters to consider: commitment (whether a one-off event or long-term plan is needed) and capabilities (whether to focus on internal or external capabilities). The matrix then shows where different types of innovation initiatives, such as innovation workshops, accelerators, and startup funds, fall based on these parameters. The rest of the document provides more details on various initiatives that companies can pursue.

Brennan Hartich: "Communicating and Establishing DesignOps as a New Function" DesignOps Summit 2018 • November 7-8, 2018 • New York, NY http://www.designopssummit.com

How to Build an Awesome Product Strategy (even if it's not your job!) Learn the 4 steps to create a great product strategy to solve the right problems for your business and its customers!

This document provides an overview of key concepts for setting product strategy. It discusses defining a product, different levels of products from core to potential benefits. It outlines classifications like durability, tangibility, consumer vs industrial goods. It also covers differentiating products based on form, features, customization, quality levels. The document discusses product hierarchies, lines, mixes and pricing approaches. It briefly introduces co-branding, ingredient branding, packaging objectives, labels, warranties and guarantees.

Strategy is a term that is often bandied about by many without a crystal clear understanding or definition of what it actually means. Brainmates have unpacked the term to present a simple view of strategy.

This document discusses frameworks for company and product portfolio strategy. It addresses where a company should focus its efforts, how to analyze markets and competition, and how to determine success metrics and get to the desired outcome. Key considerations include short-term vs long-term goals, high-risk vs low-risk options, and whether to accelerate investment in high-growth areas or harvest returns from more mature areas. The Boston Consulting Group matrix and Ansoff Matrix are presented as tools to help evaluate these types of tradeoffs.

Levi Strauss & Co. is a global leader in jeans and casual apparel. They design and market jeans, casual wear, and accessories that are sold in over 110 countries through retailers, department stores, online sites, and their 2,800 retail stores. In fiscal year 2012, Levi Strauss reported $4.6 billion in net revenues. Since 1873, Levi's jeans have become one of the most recognizable clothing brands in the world, representing classic American style. The company focuses on promoting fair labor standards and workers' rights.

O documento apresenta os conceitos de integração contínua e pipeline de entrega, discutindo como automatizar o processo de desenvolvimento e implantação de software. O autor também discute algumas falácias comuns sobre o assunto, como a ideia de que ambientes de produção não podem ser reproduzidos ou que configurar ambientes é muito complexo para ser automatizado. A apresentação termina com uma demonstração ao vivo.

The document provides an overview of experience design principles from ThoughtWorks consultants Marc McNeill and Lindsay Ratcliffe. It discusses the problems that can arise when focusing solely on agile development or UX work, and presents a solution framework called Agile Experience Design (AXD) that brings together business, creative, technology, and UX teams. AXD's process includes envisioning, evolving, delivering, showcasing, testing and learning, and improving. The document concludes with advice on applying AXD through research, design, specification, testing, collaboration, managing expectations, and continuous delivery.

This is our presentation at the Global Scrum Alliance 2016 in Munich. As organizations scale Agile, one of the remaining pieces of transformation is the funding, budgeting and PMO. This talk describes how Value Management is applied to maximize the value of organization level investment. It includes concepts such as incremental and dynamic funding, outcome based goals, autonomous teams and measuring value (not work output).

This document provides guidance on strategy development and execution. It emphasizes exploring problems through experiments and observations before defining solutions, and iterating strategies based on learning. Key points include: - Developing strategy starts with understanding business imperatives and current conditions, not by predicting the future. - Various techniques can be used to explore opportunities, like process analysis, customer research, and prototyping. - Experiments are used to reduce uncertainty and refine strategies, not prove hypotheses definitively. - Both software solutions and organizational changes need ongoing experimentation and adaptation as more is learned.

Product strategy in a customer centric company - how LeanKit thinks about Lean, how we organize to deliver on our product strategy, and where Google can improve. Delivered at Scrum User Group, in Atlanta.

Ketan Kittur, Director of Product Management for Intuit Developer Group, provides a look the tools and resources available for developers who create apps that integrate with QuickBooks Online and solve problems for small business owners. Presentation first given on November 3, 2015, at the QuickBooks Connect Conference in San Jose, CA. Watch the talk here: https://youtu.be/lz2YPMXAiyo

How does a typical project kick-off look like in an Agile environment? Join us where we simulate a sample of workshops that would take place in a project inception! This was a session given at XP2010 conference, with Danilo Sato.

The talk I gave at WebExpo 2014 in Prague! Slides only. Here is the abstract: Usability testing, focus groups, interviews, contextual inquiry, customer development - there are many names and techniques for gathering insights from your users, your customers. In recent years, agile software development and lean startup have changed how research is conducted, and have raised awareness of how important it is to understand who you are building your products for. In this talk, Johanna will cover best practices for gathering insights in the context of product development. Her session will address questions such as: * What techniques are best at the early stage of a product? * What exactly is customer development and how is it different? * What are the skills you need to turn research results into actionable insights that inform your product strategy? Johanna will share her own story of being a researcher and product manager, how and why her practice has changed, and provide actionable advice on embedding research in your process.

Interviews with three Shipibo Shamans, Benjamin Ochavano, Leoncio Garcia, and Enrique Lopez by Howard G Charing and Peter Cloudsley

Strategy is becoming increasingly important in technology and a critical skill for product managers. As your product grows and competitors emerge, how can you sustain success? Ryan will share why strategy matters, how to create one, and best practices for how it integrates into your product development process. Learn about this often misunderstood concept and why for growing products it's often the difference between success and ultimate failure. Presented 4/6/2016 at Product School: https://www.eventbrite.com/e/crafting-your-product-strategy-with-weebly-tickets-23057057279

A general introductory presentation about GlobalLogic, one of the world leaders in software R&D services. Focusing on GlobalLogic Ukraine.

Introduction The creation of successful products is essential for companies that want to grow or maintain a competitive advantage. Many organizations lack a clearly defined and understood product strategy. We will discuss the importance of the AIPMM Product Management Framework (PMF) to define and implement a process to conceive, plan and market your company’s products at each stage of their life cycle. We will identify key activities to align business and product strategy with unmet customer needs to create value for your business. We will describe the typical product life cycle from concept to launch and through product retirement. We will also discuss why growing organizations need to implement a formal product management process to support their product strategy. Key Points: * Why do you need to define a product strategy for your company? * What are the benefits of implementing a product planning process? * What do you need to create successful products consistently? Connect with me at http:/linkd.in/hdelcastillo for more information regarding AIPMM membership or certification courses in your area. Let me know how I can help you create and implement a product strategy and product planning process successfully to grow your technology-based business.

Intuit is a software company that develops financial and tax solutions for consumers and small/medium businesses. It was founded in 1983 and launched products like Quicken and QuickBooks. Intuit's mission is to solve important business/financial problems through simple software. It succeeds through extensive customer research, investing 20% of revenues annually. Research methods include site visits, usability labs, and remote interviews. This focus on customers helped Intuit beat out Microsoft's $2B acquisition offer and remain a leading finance software provider.

This document discusses key considerations for mobile design. It notes that mobile devices have limited memory, small screens, and various platforms and technologies. Designing for mobile requires an understanding of indirect manipulation without mice, limited battery life, and usage in public contexts with possible distractions. The document provides tips on designing for human beings, doing research, iterating quickly, testing ideas, focusing on content over pixels, and understanding usage context. It also lists several resources for mobile design.

Presented at Silicon Valley Product Camp 2014 Discussion of 2 classic strategy frameworks, the threat of imitation by your competitors and how to calculate added value. Examines sources three sources of competitive advantage: Cost Advantage Network Effect Product Differentiation And finally looks at how disruptive innovations erode competitive advantage

The document provides an overview of a design thinking lecture that teaches participants how to use design thinking principles and tools to develop product ideas. The lecture includes interactive information on design thinking, analyzing market opportunities, and using a business model canvas. It also covers activities for bringing the concepts together, such as forming groups to create business model canvases, pitching product ideas using a template, and mapping out how to take a product to market. Templates and deliverables are provided to apply the design thinking process.

[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations] Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction. According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times. Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT. Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches. This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience. You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation. LEARNING OBJECTIVES 1. Acquire a deep understanding of the key concepts and principles of Design Thinking 2. Understand the mindsets, process, methods and tools in creative problem solving 3. Develop skills in applying Design Thinking mindsets and practices in problem solving

Presentation from Twin Cities Startup Week 2016. Aurelius CEO and Co-Founder, Zack Naylor presents a framework and approach for creating a clear strategy for your product and experience.

Cprime and Productboard join together along with special guest, Erica Jenkins, VP of Product Management @ Meltwater to discuss the challenges product teams face with working in Jira, and how they resolve those challenges.

For organisations that need to keep up with the velocity of change in their markets, customers and technology, Digital Agility is an end-to-end concept to market approach that enables you to deliver innovation faster and with less risk.   Unlike traditional product development and delivery models, Digital Agility is a lean, insight driven technique that helps you become more nimble, innovative, and responsive.