The document discusses strategies for business model renewal and strategic planning. It covers key topics such as defining business models and strategies, connecting strategies to leadership and culture, identifying different levels of strategies from corporate to product levels, and distinguishing between tactics and strategies. The document provides frameworks for assessing the external environment, defining goals and visions, and developing strategic growth options through a business model portfolio. Leaders are advised to consider the context, make strategic decisions around where and how to compete, and ensure organizational alignment.
This document discusses key aspects of product management including defining the role of a product manager, common frameworks used in product definition and design such as Facebook's three questions, jobs to be done framework, product canvas, and design thinking. It also covers prioritization frameworks like MoSCoW and RICE, different types of product metrics like north star metric, behavioral metric and success metric, and the AARRR pirate metrics framework. The document provides an overview of processes, methodologies and metrics used in planning, developing and measuring success of products.
The document discusses agile leadership and how it has evolved with the pace of change in business. It notes that organizations need to change from reacting to initiating in order to keep up. Agile principles focus on individuals, interactions, customer collaboration, and responding to change. Agile leadership requires leading with agility, inspiring a vision, empowering self-organizing teams, and facilitating organizational change through continuous learning and improvement. Anyone can develop agile leadership skills with an understanding of agile mindsets and values.
The document discusses goals for adopting agile practices like predictability, quality, early ROI, lower costs, and innovation. It then covers considerations for transformation based on organization size, dependencies between teams, and resistance to change. Finally, it outlines key elements of transformation including backlogs, teams, and working tested software and discusses governance structures with portfolio, program, and delivery teams.
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
This document provides an overview of an agile leadership training session. The training covers topics such as servant leadership, building trust, building high-performance teams, leading productive meetings, leading retrospectives, and leading transformation initiatives. The agenda includes exercises on introductions, identifying influences on character, and performing a retrospective on a past program increment.
Implementing Microsoft Teams in phases allows organizations to assess current communication tools, pilot the new platform, and track results to change user behaviors over time. Key steps include planning a client-specific strategy, conducting technical pilots and end-user training, and consulting business units on adopting new collaborative behaviors supported by Teams. Incentives like prizes and gamification can boost user engagement with learning activities at each phase of deployment.
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
The document discusses metrics that startups should measure to track their progress. It recommends identifying the stage of the startup and picking one metric to optimize through testing causality. Different types of metrics are discussed, including vanity metrics to avoid, and examples are provided for various business models. The document stresses iterating based on measured data and provides templates for common startup metrics.
Change and Project Management Toolkit - Framework, Best Practices and TemplatesAurelien Domont, MBA
This Toolkit was created after 2,000+ hours of work by ex-McKinsey, Deloitte & BCG Consultants specialized in Change & Project Management. It is considered the world's best & most comprehensive Change & Project Management Toolkit. It includes all the Frameworks, Tools & Templates required to improve the Capability of your organization & excel as a Change Manager or Project Manager. This Slideshare Powerpoint presentation is only a small preview of our Toolkit. You can download the entire Toolkit at www.slidebooks.com
Project To Product: How we transitioned to product-aligned value streamsTasktop
The project to product movement is quickly gathering speed - a recent Gartner report found that 85% of respondents are shifting to a product-centric mentality. However, the complexity and uncertainty of software delivery at scale, coupled with the sheer number of people involved in the process, is too much for traditional project management techniques. Motivation is not enough to achieve a successful transformation—the product-centric model requires new skill sets, different investments and a change in culture.
What does the shift away from project-thinking really look like?
During this webinar, Tasktop VP of Product Development, Nicole Bryan, combines our own journey with the experience of working with our enterprise customers, to paint a clear picture of the cross-organizational challenges in store - and how you can address them by:
- Adopting a “customer-first” mindset
- Appointing a Product Value Stream Lead and a Product Manager
- Implementing the Flow Framework™ to align the language of IT with the language of the business
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
This document discusses how using Objectives and Key Results (OKR) can help build an agile culture. OKR is an agile goal setting framework that replaces annual static planning with shorter goal setting cycles. It complements agile by helping create a results-focused culture, replacing predictability with results delivery, giving autonomy to self-organizing teams, and helping prioritize the product backlog based on key results. OKR's dual cadence of strategic and tactical goals also enables better alignment across teams.
Caitlin shares with Product Anonymous how Seek have been working with Teresa Torres to improve their product management practice with continuous discovery + use of Opportunity tree's.
The document discusses an agile transformation process with three key ingredients: adopting practices and evolving them, building teams to model new behaviors, and finding tools to improve cooperation. It states that after agile transformations, project success rates increased to 80% and profitability increased. The transformation involves internalizing agile principles, building an open culture, and continuous improvement. Pilot projects are used to test changes through workshops, trainings and retrospectives. Barriers to enterprise-wide transformations include organizational behavior problems and a lack of transformational leadership. Benefits include increased agility, faster development cycles, higher customer satisfaction, and increased business value and employee happiness.
Successful Agile Transformation - The NCS StoryNUS-ISS
Presented by Mr Lee Chee Yong, Agile Practice Lead of NCS Agile Competency Centre at ISS Seminar - Agile Software Development: Swift and the Shift on 18 July 2014.
To introduce strategic design for an entrepreneurial venture
To discuss some of the reasons why entrepreneurs do not carry out strategic planning
To outline entrepreneurial strategy and some benefits of strategic planning
To examine the transition from an entrepreneurial style to a managerial approach
To discuss the five stages of a typical venture life cycle
To identify key management issues occurring during the growth stages
To introduce the steps useful for breaking through the growth wall
To identify the unique managerial concerns with a growth business
To elaborate the concept of entrepreneurial leadership
To outline ways to incorporate sustainability into business strategy
This document provides an overview of a strategic market-based planning workshop. It discusses laying the groundwork for strategic planning, including conducting an environmental scan, preparing for strategic leadership by defining vision and values, and assessing change readiness. It then covers developing strategy, including evaluating the company using tools beyond a typical SWOT analysis to define strategic brand and positioning. Finally, it discusses implementation guidelines for aligning the organization. The workshop presented a three-step process for strategic planning focused on market-based considerations and leadership.
Organizational design is as much an art as it is a science. The process of creating a system in which people can work together to achieve common goals is highly complex and there is no one way to do it right.
In this article, we will explain what organizational design is, what drives organizational design, how to design an organization, and how an effective design can be measured in terms of organizational effectiveness.
The document discusses six key advantages of flexibility for startups. It explains that startups can make their own rules without restrictions, provide more flexibility to employees, easily make revolutionary changes, allow employees to have a bigger impact, let the founder define success beyond financial metrics, and change direction more readily than large companies. The document is presented by Lucy Siegel of Didit Communications and focuses on how the company can provide public relations support for startups to build reputation, visibility, and sales.
The document discusses how organizational agility is important for anticipating and adapting to rapid changes in today's business environment. It introduces the Agile Model developed by Agility Consulting, which provides a framework for key agility processes like anticipating change, generating confidence, initiating action, liberating thinking, and evaluating results. The document then discusses how food company Land O'Frost used the Agile Model to assess its agility, align improvement plans across departments, and better execute its strategy in a faster changing market.
Business development and enterprise (update) 1ahzilah
This document contains information about business development and strategic planning. It discusses key concepts such as:
- Defining business development and identifying opportunities through environmental scanning.
- Developing marketing, financing, and customer development plans to pursue opportunities.
- Components of an effective business development plan including situation analysis, SWOT analysis, and goals/objectives.
- Strategic planning processes such as developing a vision/mission, setting aims/objectives, analyzing internal/external factors, and evaluating strategies.
Burson-Marsteller is a leading global public relations and communications firm with over 60 years of experience. It has offices across six continents and experts in areas like corporate responsibility, brand development, and crisis management. The document discusses the basics of corporate responsibility including definitions, key issues, and the business case for practicing it. It also provides an overview of how to implement a corporate responsibility strategy, including conducting a materiality analysis and developing goals and reporting. Case studies are presented on leading companies that demonstrate best practices in their corporate responsibility programs and reporting.
Corporate culture refers to the beliefs, values, and behaviors shared by people within an organization. It influences how employees interact with each other and customers, and how the organization behaves towards its employees. A company's culture is driven by its vision and mission statement, and reflected in leadership attitudes, workplace environments, and public image. Strategic planning helps organizations evaluate strengths, weaknesses, opportunities, and threats to develop strategies that achieve long-term aims and objectives.
Business Tools for Transformation: A Sustainability SWOT and Creating a Step-...Sustainable Brands
How does WRI's sSWOT tool help drive action and collaboration that gets companies to go beyond incremental innovation? What types of partnerships does a company need to help fully utilize the strengths of sSWOT? How is sSWOT related to systems innovation and Forum for the Future's step change exercise?
Grundfos New Business journey_Innovation Roundtable presentation_2014Thorbjorn Machholm
Grundfos' New Business Creation Journey and Lessons Learned discusses Grundfos' evolution in developing new business capabilities. It began with a corporate venture model (2004-2010) and transitioned to an innovation platform model (2008-2013) to better embed capabilities within the core organization. Key lessons included: visible leadership is paramount; managing resource battles between core and new business; and recognizing that organizational uncertainties present bigger challenges than technology or market uncertainties. The document outlines the company's approach to building a culture for innovation, dealing with uncertainty, and recognizing opportunities to continuously feed the new business portfolio.
This document provides an introduction to strategy, including definitions of vision statements, mission statements, objectives, goals, and the strategic management process. It discusses key elements of developing a strategy such as environmental analysis, strategic options, strategic choice, and implementation. Examples of vision and mission statements from various companies are also presented. The summary concludes with an overview of the strategic planning process and considerations for effective strategy formulation and implementation.
Keys to Thriving in the Nigerian Business EnvironmentFATE Foundation
Keynote Speech by Mr. Dipo Davies, Publisher/CEO, Realhouse Communications Limited and Director, FATE Foundation at the November 25, 2015 FATE Alumni Meeting.
The document discusses organizational agility and how organizations need to change to adapt to the 21st century business environment. It notes that the rules and workforce have changed, requiring faster innovation, collaboration over silos, and flat organizations with servant leaders. To develop agility, an organization needs to focus on culture change through cross-functional teams and empowerment from the top down. Adopting agile practices can help organizations build better products faster and achieve both stability and dynamism. Potential pitfalls include a culture at odds with agile values or treating it as only an IT initiative. Measuring engagement and visible progress can indicate increased productivity and benefits of agility.
Strategic Source Solutions is a Stanford technology entrepreneur team with a vision of sharing client risk to expand businesses beyond historic markets. They discuss challenges like emerging markets shifting economic power, the need for innovation, and challenges from new global competitors. They propose learning about situations and people, creating solutions, doing by implementing plans, and adapting when needed. The document discusses issues like balancing local autonomy and global scale, organizational structure, transparency, talent, and mastery through stages of increasing expertise. Their goal is finding ways to engage and share risks to help clients build and expand business.
4As The Chief Digital Officer: Driving Digital Strategy and InnovationDonnovan Andrews
The Chief Digital Officer: Driving Digital Strategy and Innovation
On June 30, join Donnovan Andrews, Chief Advisor of Digital Media and Innovation, 4As, as he explores the multifaceted role of the Chief Digital Officer––and how this expanding role will drive industry innovation and help transform your business.
New Product Development was a 3-day public workshop for managers offered for many years through what is now UW-Madison’s Center for Professional and Executive Development (CPED). Since CPED has modified its mission to focus on leadership and management training, this and other marketing classes have been discontinued. Therefore I am providing this for your individual education.
A version of this presentation with embedded hyperlinks to YouTube videos and other educational sites is available through my website, BrainSnacksCafe.com.
Enjoy!
Marketing Your Station is a PDF of materials from a one-day workshop for personnel from local radio and TV stations.The same presentation is available with embedded links through my website, BrainSnacksCafe.com.
May 2015 marked the final offering of Product Manager Imperatives at the University of Wisconsin-Madison’s Center for Professional and Executive Education. After 40 years of running these open enrollment corporate workshops on product management, UW-CPED has decided to focus exclusively on management and leadership training. This presentation is the condensed version of the final offering of Product Manager Imperatives. For a version of this presentation with links to videos, tutorials and other tidbits to demonstrate key points, look for this presentation at BrainSnacksCafe.
Adapted from a multi-day corporate B2B workshop (plus selected MBA modules) on marketing management. Includes the marketing planning process, tactical marketing, value creation and delivery, and integrated marketing communications.
Business planning requires hindsight, insight and foresight. Marketing research and environmental scans provide hindsight, their analysis provides insight, and linking those to future trends provides foresight. Here are a few thought-starters related to developing foresight.
Slide presentation of major aptitudes of product managers who are good at, and enjoy, their careers -- in other words, product managers who are ENERGIZED!
A look at creativity styles, characteristics, and research that set the stage for creativity to happen, weaving in references to other information sources.
Tactics for sales and marketing managers to use in working with independent sales channels such as distributors, dealers and independent reps. It provides a step-by-step approach for designing channels, and managing and motivating performance.
This presentation contains 100 hand-selected inspirational quotes on creativity and innovation. A few have never been published elsewhere. While this is a PDF version, there are instructions at the end about obtaining the PowerPoint version of this slide deck.
The 5 Mindsets and skills of Today’s Top Leaders
Leaders can improve their effectiveness by being open to feedback, learning from successful peers, and seeking mentorship or coaching when necessary.
Put People First: Great leaders care about their team’s well-being and success.
Listen with Empathy: putting yourself in others’ shoes helps you understand and connect
Stay Humble: Humility helps leaders stay grounded and open to learning from others.
Build Trust: It’s the foundation for all strong and healthy relationships
Communication clearly: Effective communication ensures that everyone is aligned and informed
Leadership is a dynamic skill that requires constant attention and improvement.
Know more about our efforts to develop leadership capabilities especially regarding developing the capabilities for creating business impact through the art of prioritization : https://kabirlearning.in/leadership-workshops/
Academic Writing Assignments adds Value to an Academic Landscape that makes information ℹ️ more valuable than just Letters but Threads that link the Vitality 🩸💧😱 of Commerce that's the Lifeblood of Business.
With Business Processes Efficiency that Stands at the Core of Functional Area's of Expertise to achieve RESULTS.
Discover the core principles and frameworks of Agile methodology in this comprehensive presentation by Mohamed Shebl. Designed for professionals and teams looking to adopt Agile practices, this presentation covers:Introduction to Agile: Understand what Agile is and how it helps teams deliver value efficiently.
Key Principles: Explore the four key values and twelve principles of Agile that prioritize flexibility, customer collaboration, and continuous improvement.
Benefits of Agile: Learn about the advantages of Agile, including flexibility, customer satisfaction, improved team collaboration, and early delivery.
Agile Frameworks: Get insights into popular Agile frameworks such as Scrum, Kanban, and Extreme Programming (XP).
The Scrum Framework: Detailed overview of Scrum roles, events, and artifacts to help you implement Scrum effectively.
Agile Artifacts: Understand essential Agile artifacts like the Product Backlog, Sprint Backlog, and Increment.
Agile Workflow: Step-by-step guide on planning, designing, developing, testing, reviewing, and releasing in Agile.
Agile Tools: Introduction to tools like JIRA, Trello, and Azure DevOps that facilitate Agile project management.
Getting Started with Agile: Delve into the world of Agile methodology with this in-depth presentation by Mohamed Shebl. "Agile Methodology In-Brief V1.1" provides a thorough exploration of Agile principles, frameworks, and practices, making it an essential guide for professionals seeking to enhance their project management approach.
Introduction to Agile:
Start with a clear understanding of what Agile is. Agile is an iterative approach to project management and software development that enables teams to deliver value to their customers faster and with fewer headaches. Unlike traditional project management methods that rely on a 'big bang' launch, Agile focuses on delivering work in small, consumable increments.
Key Principles of Agile:
Learn about the core values and principles that form the foundation of Agile methodology. Agile prioritizes individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. These principles guide Agile teams to work more efficiently and flexibly.
Benefits of Agile:
Discover the numerous benefits Agile offers, including:
Flexibility and Adaptability: Quickly respond to changes in the project environment.
Customer Satisfaction: Ensure continuous delivery of valuable software.
Improved Team Collaboration: Foster better communication and teamwork.
Early and Predictable Delivery: Achieve smaller and more frequent releases.
Continuous Improvement: Regularly reflect and enhance processes.
Agile Frameworks:
Explore popular Agile frameworks such as:
Scrum: The most widely used framework with defined roles, events, and artifacts.
Kanban: Focuses on visualizing the workflow and limiting work in progress.
3. Learning objectives
(Fall 2015)
By the end of this session you should
be able to:
• Connect the dots between business
models, strategies, leadership and
culture
• Define (and refine) your own
business model(s)
• Lead strategic maneuvers and
business model renewal through
relevant change initiatives
36. Market
• Is your primary market stable, growing, or
declining?
• Have you saturated this market, or is there room
for profitable growth?
• How might this change in the future?
• Are there adjacent markets that
offer opportunities for the future?
• What higher-level socio-cultural
trends (next page) could affect
your market(s)?
46. Enduring principles that guide
the “culture” of a firm
Core Values
Link to reputation, positioning
and brand identity
May be part of the mission
statement or a separate
pronouncement
58. Change Readiness Matrix
Ready for learning Ready for change
Ready for resistance Ready for frustration
Leadership
Change Capacity
Organizational Propensity to Change
Low
High
Low High
Adapted from Douglas B. Reeves,
“Leading Change in Your School,”
ASCD 2009.
74. Can I achieve my goals
& a sustainable
advantage with existing
customers and
capabilities?
Might externalities
force a change?
When?
Will I need to move
into adjacencies or
new markets?
New capabilities?
How can I build a
portfolio of short-,
medium-, and long-
term growth
options?
76. Is the timing
right?
Will we succeed
financially?
Can we win?
What will be my
differentiators?
How much effort
is required?
Is there a cultural
fit?
For each arena, consider …
83. When do the
organizational
competencies that
caused your
organization’s (or
industry’s) success
become impediments
to growth, suggesting
a need for
disruption?
119. Just as we routinely upgrade computer systems, we must upgrade our own knowledge systems.
Linda has helped over 10,000 people over a 25+ year period with these educational upgrades,
merging anecdotal client experience with researched “best practices,” and sharing the resulting
insights with managers and executives. After working in the office products, publishing and
insurance industries, she joined UW-Madison’s Center for Professional and Executive Development,
both as a corporate trainer and program director. Now, as a director emerita, she provides
workshops for select clients.
An award-winning author of The Product Manager’s Handbook, she has also written The Product
Manager’s Field Guide, The Manager’s Guide to Distribution Channels, Business Model Renewal,
and Product Management ShortRead Series.
Linda is now a blogger, mystery author and Creativity Curator for her own company, Tomorrow’s
Mysteries, LLC.
Linda M. Gorchels
120. For more information, refer to the following books on
Amazon, follow my blogs, and download several free
articles from my website, BrainSnacksCafe.com.
The Product Management ShortRead Series is a collection of
“bite-sized” (about 100 pages) books on selected topics .
Product Management 101 and Product Strategy & Roadmaps
were published in January 2017.
Creatively Innovative is scheduled for late 2017.