When you arrive at the event, head down to the session voting area of Every Season's Hall and drop your poker chips into the number box that corresponds with the sessions posted.
We have a ton of amazing session this year, so to help you out, we are previewing all of the proposed sessions leading up to the event. Check them out below!
Attendees can still submit sessions the morning of the event. If you are submitting the day of, please come early so your session is up in time for voting. Voting runs from 8:00 AM - 9:00 AM.
We have a ton of amazing session this year, so to help you out, we are previewing all of the proposed sessions leading up to the event. Check them out below!
Attendees can still submit sessions the morning of the event. If you are submitting the day of, please come early so your session is up in time for voting. Voting runs from 8:00 AM - 9:00 AM.
#1 How to Get Things Done in Big Organizations
Max Friedman, Product Manager, Google
Being a product manager is hard enough. Being a product manager in a big organization takes a special set of skills and techniques to ship products quickly, effectively, and with impact. In this talk, I'll discuss some of my tricks and techniques for how to do get things done in big organizations. Whether it's dealing with too many stakeholders, influencing other teams to prioritize a dependency for your feature, or kicking off a new cross-functional working team, there are things you can do to set yourself and your team up for success. If you've ever felt that "we need to be more agile!" or "we need to just ship something!" or "we need to just get out of our own way!" or "why is this decision taking so long!" then you've definitely experienced some of the pain points that I will address in this talk. I have nearly 10 years of experience at IBM and Google where I've been able to find success delivering outcomes across organizations and functions.
Max Friedman, Product Manager, Google
Being a product manager is hard enough. Being a product manager in a big organization takes a special set of skills and techniques to ship products quickly, effectively, and with impact. In this talk, I'll discuss some of my tricks and techniques for how to do get things done in big organizations. Whether it's dealing with too many stakeholders, influencing other teams to prioritize a dependency for your feature, or kicking off a new cross-functional working team, there are things you can do to set yourself and your team up for success. If you've ever felt that "we need to be more agile!" or "we need to just ship something!" or "we need to just get out of our own way!" or "why is this decision taking so long!" then you've definitely experienced some of the pain points that I will address in this talk. I have nearly 10 years of experience at IBM and Google where I've been able to find success delivering outcomes across organizations and functions.
#2 Level Up Your Product Thinking with Decision-Forcing Cases
Nick Yingling, Agile Coach, Duke Energy Corporation
Mitchell Wilston, Senior Product Manager, Niche.com
Do you know someone who struggles to make a decision? Do you know someone who is brilliant at making decisions?
Decision-forcing cases (DFCs) are similar to roleplay dojos used to teach critical thinking and problem-solving skills. Using real-world case scenarios with purposefully incomplete information and multiple potential solutions, they force participants to analyze the situation and make a decision. They are designed to challenge participants to think creatively and consider the potential consequences of their choices, ultimately helping them develop stronger decision-making skills. Junior people can learn from senior people (and vice versa), while the whole group can learn about how everyone approaches decision making.
This session will introduce participants to the essential elements needed to design their own DFCs, engage in a scenario crafted for this workshop, and understand how they can use this approach to amplify the decision-making skills with their team.
Nick Yingling, Agile Coach, Duke Energy Corporation
Mitchell Wilston, Senior Product Manager, Niche.com
Do you know someone who struggles to make a decision? Do you know someone who is brilliant at making decisions?
Decision-forcing cases (DFCs) are similar to roleplay dojos used to teach critical thinking and problem-solving skills. Using real-world case scenarios with purposefully incomplete information and multiple potential solutions, they force participants to analyze the situation and make a decision. They are designed to challenge participants to think creatively and consider the potential consequences of their choices, ultimately helping them develop stronger decision-making skills. Junior people can learn from senior people (and vice versa), while the whole group can learn about how everyone approaches decision making.
This session will introduce participants to the essential elements needed to design their own DFCs, engage in a scenario crafted for this workshop, and understand how they can use this approach to amplify the decision-making skills with their team.
#3 Opportunities with Innovation Works, Pittsburgh's Most Active Startup Investor
Jessi Mazzoni, Program Manager, Innovation Works
Matt Verlinich, Manufacturing Program Manager, Innovation Works
Dejana Raggi, Program Coordinator, Innovation Works
Connor Claussen, Manufacturing Program Associate, Innovation Works
Calling all entrepreneurs! Innovation Works funds pre-seed startups across software, hardware, healthcare, and robotics sectors. We provide valuable mentorship and resources in prototyping and manufacturing physical products. Connect with us to learn more about our application and selection process, major funding opportunities, and startup product development strategy.
Jessi Mazzoni, Program Manager, Innovation Works
Matt Verlinich, Manufacturing Program Manager, Innovation Works
Dejana Raggi, Program Coordinator, Innovation Works
Connor Claussen, Manufacturing Program Associate, Innovation Works
Calling all entrepreneurs! Innovation Works funds pre-seed startups across software, hardware, healthcare, and robotics sectors. We provide valuable mentorship and resources in prototyping and manufacturing physical products. Connect with us to learn more about our application and selection process, major funding opportunities, and startup product development strategy.
#4 What Makes a High Performing Team
Kelli Chimenti, Senior Product Manager, DICK'S Sporting Goods
Have you ever wondered "What makes a team high performing or high functioning?" Let's unpack some best practices and discuss how we can leverage these in our day-to-day practices, striving to become high performing - across the board!
Kelli Chimenti, Senior Product Manager, DICK'S Sporting Goods
Have you ever wondered "What makes a team high performing or high functioning?" Let's unpack some best practices and discuss how we can leverage these in our day-to-day practices, striving to become high performing - across the board!
Be More Interesting: Building Your Social Intelligence Toolset
Noah Ketterman, Product Owner, Truefit
Relationships are at the core of everything we do. When we network while job searching or looking for new business, our success depends in no small part on how well we connect with the people with whom we interact. Similarly, success on the job is intimately tied to how well we interact with and treat the members of our working team. Research even suggests that people with higher levels of social/emotional intelligence make more money and are more successful in their careers. This session will explore practical tips and tricks for improving your social interactions in order to help you become a more engaging (and interesting) individual.
Noah Ketterman, Product Owner, Truefit
Relationships are at the core of everything we do. When we network while job searching or looking for new business, our success depends in no small part on how well we connect with the people with whom we interact. Similarly, success on the job is intimately tied to how well we interact with and treat the members of our working team. Research even suggests that people with higher levels of social/emotional intelligence make more money and are more successful in their careers. This session will explore practical tips and tricks for improving your social interactions in order to help you become a more engaging (and interesting) individual.
#6 Managing A Portfolio of Products
Mark Pushinsky, President, The Hard Yards
As organizations proliferate agile product development practices across the organization and seek to gain business agility, rethinking Portfolio Management practices becomes essential. Truly changing operating models to increase business agility requires a comprehensive approach that cascades from corporate strategy down to team level practices. It also requires lifting some serious “weight.” It requires making significant decisions and process changes with respect to organizational and team design, budget and finance practices, and creating tons of transparency. A lot of organizations are unwilling or unable to make these hard decisions. In other words, everybody wants to do Portfolio Management, but few are willing to make the hard decisions. In this session we examine what goes into designing, running, and measuring a portfolio of investments that enables agile teams to thrive. We will explore options for structuring a portfolio and designing portfolio swim lanes, understand different team topologies and how they impact dependencies in the portfolio, discuss the application of an agile mindset into budgeting and financial planning for the portfolio.
Mark Pushinsky, President, The Hard Yards
As organizations proliferate agile product development practices across the organization and seek to gain business agility, rethinking Portfolio Management practices becomes essential. Truly changing operating models to increase business agility requires a comprehensive approach that cascades from corporate strategy down to team level practices. It also requires lifting some serious “weight.” It requires making significant decisions and process changes with respect to organizational and team design, budget and finance practices, and creating tons of transparency. A lot of organizations are unwilling or unable to make these hard decisions. In other words, everybody wants to do Portfolio Management, but few are willing to make the hard decisions. In this session we examine what goes into designing, running, and measuring a portfolio of investments that enables agile teams to thrive. We will explore options for structuring a portfolio and designing portfolio swim lanes, understand different team topologies and how they impact dependencies in the portfolio, discuss the application of an agile mindset into budgeting and financial planning for the portfolio.
#7 Introspecting the Retrospectives: Build High-Performing Teams as a Product Manager
Ketaki Vaidya, AI Product Manager, Oracle
Modern software development teams hold Retrospective meetings following each iteration of their product lifecycle as part of the Agile methodology. This enables them to reflect on the previous work increment and come up with a plan to improve the next one. Only a few teams have mastered the art of running retrospectives the right way. This session will share 3 strategies to conduct productive retrospectives to create a platform for soliciting regular feedback from the team as a Product Manager.
Ketaki Vaidya, AI Product Manager, Oracle
Modern software development teams hold Retrospective meetings following each iteration of their product lifecycle as part of the Agile methodology. This enables them to reflect on the previous work increment and come up with a plan to improve the next one. Only a few teams have mastered the art of running retrospectives the right way. This session will share 3 strategies to conduct productive retrospectives to create a platform for soliciting regular feedback from the team as a Product Manager.
#8 APIs: What are they? How can they help you?
Daniel Sprumont, Senior Product Manager, DICK'S Sporting Goods
Have you ever needed to capture data and send it somewhere for the product that you manage? Maybe you've needed to pull data from another system and display it within your product. This session covers the basics and details why Product Managers have an advantage if they know what APIs are and how to leverage them.
Daniel Sprumont, Senior Product Manager, DICK'S Sporting Goods
Have you ever needed to capture data and send it somewhere for the product that you manage? Maybe you've needed to pull data from another system and display it within your product. This session covers the basics and details why Product Managers have an advantage if they know what APIs are and how to leverage them.
#9 How to Turn Your Product Launch Process from Chaos to Competitive Advantage
Karthik Suresh, Co-Founder & CPO, Ignition
Derek Osgood, Co-Founder & CEO, Ignition
The focus is on product launches. Typically, product managers spend the majority of their time on tasks such as gathering user insights, brainstorming and creating a product roadmap, collaborating with engineers to execute on that roadmap, and keeping stakeholders informed. Unfortunately, distribution and product launch planning often receive attention only at the end of the product development process.
Given the current environment, where attention is scarce, competition is intense, and channels are limited, this approach must change. Winning in the marketplace is no longer just about having the best product; it's about having the best product with the best distribution. This requires investing in a high-quality product launch process early on in the product development cycle.
Karthik Suresh, Co-Founder & CPO, Ignition
Derek Osgood, Co-Founder & CEO, Ignition
The focus is on product launches. Typically, product managers spend the majority of their time on tasks such as gathering user insights, brainstorming and creating a product roadmap, collaborating with engineers to execute on that roadmap, and keeping stakeholders informed. Unfortunately, distribution and product launch planning often receive attention only at the end of the product development process.
Given the current environment, where attention is scarce, competition is intense, and channels are limited, this approach must change. Winning in the marketplace is no longer just about having the best product; it's about having the best product with the best distribution. This requires investing in a high-quality product launch process early on in the product development cycle.
#10 Making Sense of BRD, PRD, TRD, SRD, MRD
Lamar Russ, Software Product Manager, Talogy Inc.
Requirements documents for Product Manger have different terms, different names, some documents aren't even used on some products and others are. Lets ask other Product Managers in different industries and companies how they use each document. This session is to discussion different types of requirements documents, how others use these documents, when those documents are used or omitted.
Lamar Russ, Software Product Manager, Talogy Inc.
Requirements documents for Product Manger have different terms, different names, some documents aren't even used on some products and others are. Lets ask other Product Managers in different industries and companies how they use each document. This session is to discussion different types of requirements documents, how others use these documents, when those documents are used or omitted.
#11 Visibility & Growth: What Works & What Doesn’t
Surbhi Gupta, Director of Product/PM Leader
As a PM, you can have the most amazing heft but If you can’t convey it in a compelling manner, you remain one of the best kept secrets. Let's discuss how you can signal to the world that you have the chops, create the impact, build visibility and grow in your career.
Surbhi Gupta, Director of Product/PM Leader
As a PM, you can have the most amazing heft but If you can’t convey it in a compelling manner, you remain one of the best kept secrets. Let's discuss how you can signal to the world that you have the chops, create the impact, build visibility and grow in your career.
- What does “being visible” at work mean to you?
- It is often said that when people know who you are and what you do, they're more likely to consider you for promotions or interesting assignments. In other words, visibility is perceived as important for career development. How can you do this?
- Study shows self advocacy often backfires and puts one out of the likability zone, specially if done by women. Sheryl excellently captured in ‘lean in’ that women mute their achievements in order to come across as nice and likable. Advice to create a balanced perception of being competent and yet likable
- What can you do to demonstrate your ambition to grow without being labeled "aggressive" or overshadowing other people's efforts?
- How to overcome obstacles?
- Some women and minorities are uncomfortable advocating for their own work. They would rather have their work speak for itself. How can you advocate for yourself?
- How can women (and allies) support each other to create visibility and help grow in our careers?
- How did you gain momentum / how did you continue to build on your visibility n impact? How to sustain it?
#12 Who's Who in the Zoo
Tara Williams, Director of Product Management, Groundswell
Chip Loving, Founder, Communications & Collaboration LLC
NEVER HAVE I EVER...experienced two people hearing the same declaration, who then walk away with completely different interpretations of what was meant by those words in the first place. Of course, you have! Who hasn’t?
That is because their interpretation of the declaration they heard is based off their preconceived understanding of the words that were used. We call that an individual's background of obviousness.
Now let's think about background of obviousness in terms of agile development. For example, think of the word “refinement” or the title “Product Owner”, both words create a feeling elicited by your own background of obviousness. What happens to teams and organizations when their background of obviousness is not the same? Each person creates their own understanding of the language which fosters misalignment, false expectations, chaos, and confusion.
Our award-winning methodology called "Who’s Who in the Zoo", that has been utilized at the Centers for Medicare and Medicaid Services, takes a light-hearted approach to solving this problem.
Anyone who has experienced helplessness, frustration, or disparity around gaining clarity, consent, and a plan on how to move forward with mutually agreed-upon obviousness that is shared by all will walk away with immediately actionable value from this session.
Tara Williams, Director of Product Management, Groundswell
Chip Loving, Founder, Communications & Collaboration LLC
NEVER HAVE I EVER...experienced two people hearing the same declaration, who then walk away with completely different interpretations of what was meant by those words in the first place. Of course, you have! Who hasn’t?
That is because their interpretation of the declaration they heard is based off their preconceived understanding of the words that were used. We call that an individual's background of obviousness.
Now let's think about background of obviousness in terms of agile development. For example, think of the word “refinement” or the title “Product Owner”, both words create a feeling elicited by your own background of obviousness. What happens to teams and organizations when their background of obviousness is not the same? Each person creates their own understanding of the language which fosters misalignment, false expectations, chaos, and confusion.
Our award-winning methodology called "Who’s Who in the Zoo", that has been utilized at the Centers for Medicare and Medicaid Services, takes a light-hearted approach to solving this problem.
Anyone who has experienced helplessness, frustration, or disparity around gaining clarity, consent, and a plan on how to move forward with mutually agreed-upon obviousness that is shared by all will walk away with immediately actionable value from this session.
Shifting Organizations from Projects to Value Delivery Using Product Operations
Tara Williams, Director of Product Management, Groundswell
Chip Loving, Founder, Communications & Collaboration LLC
Laura Vieth, Product Manager, Groundswell
Working with the US Government, at the Center for Medicare & Medicaid Management (CMS), we have adapted the organization and culture to move from a project mindset to a place of product value delivery using the latest facet of Product Management, Product Operations.
Making the shift to a more value driven mindset has eliminated the perceived barriers that have historically existed within the organization. This has disrupted the pattern of unclear requirements that lead to a loss of Stakeholder trust.
Typically, feature demands on programs were driven by artificial requirements gathered by teams. This Project Based Mindset is often used to create and deliver products. It becomes problematic when products get created, released to users, and then receive very little time and attention thereafter. Utilizing Product Operations, we continue to see success in delivering business value to the programs that we serve. It has empowered us to create a clear vision and roadmap, driven by prioritization frameworks, to ensure we are delivering consistent, meaningful products on time, on budget, and solving real-world problems.
If your program is ready to disrupt historical patterns associated with requirements fulfillment you should attend this session.
Tara Williams, Director of Product Management, Groundswell
Chip Loving, Founder, Communications & Collaboration LLC
Laura Vieth, Product Manager, Groundswell
Working with the US Government, at the Center for Medicare & Medicaid Management (CMS), we have adapted the organization and culture to move from a project mindset to a place of product value delivery using the latest facet of Product Management, Product Operations.
Making the shift to a more value driven mindset has eliminated the perceived barriers that have historically existed within the organization. This has disrupted the pattern of unclear requirements that lead to a loss of Stakeholder trust.
Typically, feature demands on programs were driven by artificial requirements gathered by teams. This Project Based Mindset is often used to create and deliver products. It becomes problematic when products get created, released to users, and then receive very little time and attention thereafter. Utilizing Product Operations, we continue to see success in delivering business value to the programs that we serve. It has empowered us to create a clear vision and roadmap, driven by prioritization frameworks, to ensure we are delivering consistent, meaningful products on time, on budget, and solving real-world problems.
If your program is ready to disrupt historical patterns associated with requirements fulfillment you should attend this session.
#15 Empowering Product Managers for Success
Sudhir Gupta, Senior Learning Product Manager, Axway
Product management is a budding discipline and every organization uses its own flavor of product management. Are there aspects of product management that are non-negotiable and must be present in every organization? At the operational level, how can a product manager be empowered to enable him or her to realize the product vision which in turn feeds into the business vision? Do we really mean what we say when we say that the product manager is like a mini CEO? Is it true that product managers do not have or need authority? This session is all about discussing answers to these questions and exploring if there are any patterns in those answers from some experienced product professionals attending ProductCamp Pittsburgh.
Sudhir Gupta, Senior Learning Product Manager, Axway
Product management is a budding discipline and every organization uses its own flavor of product management. Are there aspects of product management that are non-negotiable and must be present in every organization? At the operational level, how can a product manager be empowered to enable him or her to realize the product vision which in turn feeds into the business vision? Do we really mean what we say when we say that the product manager is like a mini CEO? Is it true that product managers do not have or need authority? This session is all about discussing answers to these questions and exploring if there are any patterns in those answers from some experienced product professionals attending ProductCamp Pittsburgh.
#16 Kreating your Best Team through Enneagram Coaching
Gracie Keating-Best, Enneagram Certified Professional / Procurement Coordinator, Latitude AI
An introduction to the enneagram and how it can be used to assist in team building, goal setting, and creating the best version of yourself. The session will also offer an overview of what the enneagram is, and isn’t, and how identifying personal blind spots can help you to improve your interactions with your teams, families and even social circles.
Through this session there should be an understanding that identifying your enneagram type is sometimes not as easy as taking a single personality assessment but truly researching what calls out your truth and will help your personal and professional growth.
Gracie Keating-Best, Enneagram Certified Professional / Procurement Coordinator, Latitude AI
An introduction to the enneagram and how it can be used to assist in team building, goal setting, and creating the best version of yourself. The session will also offer an overview of what the enneagram is, and isn’t, and how identifying personal blind spots can help you to improve your interactions with your teams, families and even social circles.
Through this session there should be an understanding that identifying your enneagram type is sometimes not as easy as taking a single personality assessment but truly researching what calls out your truth and will help your personal and professional growth.
#17 Key Factors when Picking KPIs
Brian Utz, Director of Product Management, Sopheon
How do I know what KPIs I should be tracking for my product? Let's talk through the main factors in helping determine which KPIs will help you steer your product decisions.
Brian Utz, Director of Product Management, Sopheon
How do I know what KPIs I should be tracking for my product? Let's talk through the main factors in helping determine which KPIs will help you steer your product decisions.
#18 Aires AgilityX: Journey towards Agile PDLC (Product Development Life Cycle)
Shantanu (Shan) Bhide, Group Product Manager, Aires
This session elaborates the process and learnings from the journey to Innovate and Transform a traditional software product lifecycle process in to an agile, nimble and responsive PDLC that is scalable, responsive and predictable.
Shantanu (Shan) Bhide, Group Product Manager, Aires
This session elaborates the process and learnings from the journey to Innovate and Transform a traditional software product lifecycle process in to an agile, nimble and responsive PDLC that is scalable, responsive and predictable.
#19 For Vertical Farming to be Viable it must be Hyperlocal
Juan Lacey, CEO, Farms Close By
Millions of people live in food deserts across the US and yet no grocery store chain has made a commitment to this communities to help them to receive easy access to inexpensive organic food. I suggest a method to scale a hyperlocal farm / grocery store solution that caters to people's food needs, assists them with their wellness needs and provides sustainable jobs in urban agriculture by leveraging the use of hub and spoke farming operations in 52 cities across the country.
Juan Lacey, CEO, Farms Close By
Millions of people live in food deserts across the US and yet no grocery store chain has made a commitment to this communities to help them to receive easy access to inexpensive organic food. I suggest a method to scale a hyperlocal farm / grocery store solution that caters to people's food needs, assists them with their wellness needs and provides sustainable jobs in urban agriculture by leveraging the use of hub and spoke farming operations in 52 cities across the country.
#20 Delivering MVP's at Scale
Justin Ruoff, SVP Operations, SoundStack
A Minimum Viable Product (MVP) is a critical aspect of lean methodology and rapid prototyping. But what happens when you have to produce this environment directly into an extreme level of scale? How do you then manage product expectations when dealing with large organizations in a b2b environment?
During this session, I'll share real world examples of this challenge that we encountered at SoundStack while working with the world's largest audio distribution companies. I'll go into the techniques we used, and continue to use, that have allowed us to have success working collaboratively with large organizations while rapidly iterating the product.
Justin Ruoff, SVP Operations, SoundStack
A Minimum Viable Product (MVP) is a critical aspect of lean methodology and rapid prototyping. But what happens when you have to produce this environment directly into an extreme level of scale? How do you then manage product expectations when dealing with large organizations in a b2b environment?
During this session, I'll share real world examples of this challenge that we encountered at SoundStack while working with the world's largest audio distribution companies. I'll go into the techniques we used, and continue to use, that have allowed us to have success working collaboratively with large organizations while rapidly iterating the product.
#21 The Power of Stories for Product Innovation: A Case Study
Jackie Watts, Senior Product Designer, Truefiit
Get “inside-the-product-team” project insights from the product design perspective for the newly released BPN Training app. Join one of Truefit's senior product designers, Jackie Watts for an inside look at the value of design thinking and research. Learn how user stories and insights from the passionate BPN community helped re-chart the course for a world-class fitness brand seeking to provide easy access to personalized training programs, goal-tracking, and supplement guidance - all in one place.
Jackie Watts, Senior Product Designer, Truefiit
Get “inside-the-product-team” project insights from the product design perspective for the newly released BPN Training app. Join one of Truefit's senior product designers, Jackie Watts for an inside look at the value of design thinking and research. Learn how user stories and insights from the passionate BPN community helped re-chart the course for a world-class fitness brand seeking to provide easy access to personalized training programs, goal-tracking, and supplement guidance - all in one place.
#22 Get Sound Strategies for Successful Interview Partner Recruitment: Unlocking the Power of Market Feedback through Creative Participant Sourcing
Ulrike Laubner-Kelleher, Leading Advisor for Product to Market Systems, Red String Methods
In this workshop, we will explore various sources and strategies for finding and recruiting participants for your market feedback. Whether you are looking for interview partners or test users, finding the right participants is essential for generating meaningful insights for your next market launch. We will explore interactively a range of recruitment methods and find sources to recruit potential partners for mass markets and niche markets. By the end of the workshop, you will have a toolbox of recruitment strategies that you can apply to your next market research to ensure that you find the relevant participants. This workshop is for product managers, product owners and entrepreneurs who want to expand significantly their pool of interview partners or test users quickly.
Ulrike Laubner-Kelleher, Leading Advisor for Product to Market Systems, Red String Methods
In this workshop, we will explore various sources and strategies for finding and recruiting participants for your market feedback. Whether you are looking for interview partners or test users, finding the right participants is essential for generating meaningful insights for your next market launch. We will explore interactively a range of recruitment methods and find sources to recruit potential partners for mass markets and niche markets. By the end of the workshop, you will have a toolbox of recruitment strategies that you can apply to your next market research to ensure that you find the relevant participants. This workshop is for product managers, product owners and entrepreneurs who want to expand significantly their pool of interview partners or test users quickly.
Accelerate Your Innovation: The Speed-Boosting Benefits of Aligned Teams
Ulrike Laubner-Kelleher, Leading Advisor for Product to Market Systems, Red String Methods
In today’s-paced business environment, innovation is a key driver of success. However, many organizations struggle to achieve the speed and agility needed to stay ahead of the competition. The solution lies in building aligned teams that can work together seamlessly and efficiently to drive innovation forward.
In this workshop we will explore the power of aligned teams in accelerating innovation. We will dive into the key benefits of team alignment, including increase speed across cross-functions. Through a combination of interactive activities, you will learn practical strategies for building and maintaining aligned teams that can drive innovation at a faster pace.
Whether you are a leader looking to improve team performance, or an individual contributor seeking to enhance your collaboration skills, this workshop will provide you with the tools and insights you need to accelerate innovations and help your company to be ahead of the game.
Ulrike Laubner-Kelleher, Leading Advisor for Product to Market Systems, Red String Methods
In today’s-paced business environment, innovation is a key driver of success. However, many organizations struggle to achieve the speed and agility needed to stay ahead of the competition. The solution lies in building aligned teams that can work together seamlessly and efficiently to drive innovation forward.
In this workshop we will explore the power of aligned teams in accelerating innovation. We will dive into the key benefits of team alignment, including increase speed across cross-functions. Through a combination of interactive activities, you will learn practical strategies for building and maintaining aligned teams that can drive innovation at a faster pace.
Whether you are a leader looking to improve team performance, or an individual contributor seeking to enhance your collaboration skills, this workshop will provide you with the tools and insights you need to accelerate innovations and help your company to be ahead of the game.
#24 Young Product Managers - Dealing with Inferiority Complex
Sadhana Gupta, Product Management Master's Student at Carnegie Mellon University
As the youngest person on a product team and the youngest person studying Product Management at CMU, I dealt with a lot of inferiority complex. This made me feel under-confident in most of my tasks and affected my productivity. This session would be catered to students and youngsters starting out with Product Management and how they can overcome an inferiority complex by talking about three main points:
It's not an easy thing to deal with, my discussion is catered to help youngsters understand that and figure out the best way to reduce the stress that comes with it.
Sadhana Gupta, Product Management Master's Student at Carnegie Mellon University
As the youngest person on a product team and the youngest person studying Product Management at CMU, I dealt with a lot of inferiority complex. This made me feel under-confident in most of my tasks and affected my productivity. This session would be catered to students and youngsters starting out with Product Management and how they can overcome an inferiority complex by talking about three main points:
- Be grateful and distract yourself with things and people that matter
- Visualize how strong your body is to deal with such things
- Ask for help and realize your strengths (and continue to work on them)
It's not an easy thing to deal with, my discussion is catered to help youngsters understand that and figure out the best way to reduce the stress that comes with it.
#25 Operational Excellence Can Kill Product Innovation
Robert Wasson, Ph.D., Professor, Engineering and Technology Innovation Management, CMU + Business Development, SmartOrg
“Portfolio Management” is a slippery term with a few distinct interpretations. Most of the energy goes into what I would call “Operational Portfolio Management.” Its focus is project resourcing—who works on which projects, budget levels, and scheduling priority. The underlying analogy is a giant Gannt Chart or work breakdown structure. The central question is how do I make sure I get everything done to meet the portfolio objectives in the most efficient way? Or, as a colleague puts it, “How do we get more juice from the lemon?”
This perspective on portfolio management is built on a foundation of Operational Excellence: Make reliable promises and keep them. Get stuff done. Exercise good budget discipline. And so on.
In contrast, the “Strategic Portfolio Management” perspective is very different.
The focus is fundamentally economic—what creates value, what the big opportunities are, how I do well no matter how the world works out. The primary analogy here is an investment portfolio, and the central questions are where and how much do I invest and how do I drive the upside?
This perspective on portfolio management is built on a foundation of Strategy: Embrace uncertainty. Play to win or get out. Create options. And so on.
Here’s the rub: these two approaches to portfolio management work at cross-purposes, and innovation is often the unintended victim. What happens when you think you’re being strategic, but you’re actually applying the rules of operational excellence? The law of unintended consequences is a devastating invisible innovation killer.
The law of unintended consequences affects innovation projects primarily in three ways: lowered aspirations, clutter, and wounding. The first—lowered aspirations—is direct: the pressure to make and keep a promise causes people to think small. The other two—clutter and wounding—are indirect: they work through portfolio-level decision-making. These indirect ones are subtle and hard to detect because they act through a common but mistaken assumption about opportunity cost, which can only be correctly recognized through a comparative portfolio evaluation.
This discussion will talk further about the differentiation between strategic portfolio management and operational portfolio management as well as the three common unintended consequences of operational portfolio management on innovation projects.
Robert Wasson, Ph.D., Professor, Engineering and Technology Innovation Management, CMU + Business Development, SmartOrg
“Portfolio Management” is a slippery term with a few distinct interpretations. Most of the energy goes into what I would call “Operational Portfolio Management.” Its focus is project resourcing—who works on which projects, budget levels, and scheduling priority. The underlying analogy is a giant Gannt Chart or work breakdown structure. The central question is how do I make sure I get everything done to meet the portfolio objectives in the most efficient way? Or, as a colleague puts it, “How do we get more juice from the lemon?”
This perspective on portfolio management is built on a foundation of Operational Excellence: Make reliable promises and keep them. Get stuff done. Exercise good budget discipline. And so on.
In contrast, the “Strategic Portfolio Management” perspective is very different.
The focus is fundamentally economic—what creates value, what the big opportunities are, how I do well no matter how the world works out. The primary analogy here is an investment portfolio, and the central questions are where and how much do I invest and how do I drive the upside?
This perspective on portfolio management is built on a foundation of Strategy: Embrace uncertainty. Play to win or get out. Create options. And so on.
Here’s the rub: these two approaches to portfolio management work at cross-purposes, and innovation is often the unintended victim. What happens when you think you’re being strategic, but you’re actually applying the rules of operational excellence? The law of unintended consequences is a devastating invisible innovation killer.
The law of unintended consequences affects innovation projects primarily in three ways: lowered aspirations, clutter, and wounding. The first—lowered aspirations—is direct: the pressure to make and keep a promise causes people to think small. The other two—clutter and wounding—are indirect: they work through portfolio-level decision-making. These indirect ones are subtle and hard to detect because they act through a common but mistaken assumption about opportunity cost, which can only be correctly recognized through a comparative portfolio evaluation.
This discussion will talk further about the differentiation between strategic portfolio management and operational portfolio management as well as the three common unintended consequences of operational portfolio management on innovation projects.
Switching Hats: Empathetic Leadership for the Creatives in Your Team
Alina Bengert-Lombardi, Lead Product Designer, UPMC Enterprises
Tessa Samuelson, Product Designer, UPMC Enterprises
We invite creatives, product and UX professionals, leaders and managers to join us for an interactive and dynamic workshop designed to provide leaders and aspiring leaders with new and stimulating concepts to nurture and support the creative potential of their team members, while fostering an empathetic and inclusive work environment.
Throughout this workshop, participants will:
By the end of this workshop, you will be inspired to become an empathetic and inclusive leader, skilled at 'switching hats' to better facilitate a work environment that enhances productivity and creativity for your entire team by acknowledging and respecting individual needs and strengths.
Alina Bengert-Lombardi, Lead Product Designer, UPMC Enterprises
Tessa Samuelson, Product Designer, UPMC Enterprises
We invite creatives, product and UX professionals, leaders and managers to join us for an interactive and dynamic workshop designed to provide leaders and aspiring leaders with new and stimulating concepts to nurture and support the creative potential of their team members, while fostering an empathetic and inclusive work environment.
Throughout this workshop, participants will:
- Dive into the importance of empathy in leadership and its impact on creative and neurodiverse team members.
- Uncover strategies to cultivate empathetic leadership and effective communication, tailored to the unique needs and strengths of creative individuals.
- Explore the concept of 'switching hats' as a powerful metaphor for navigating the balance between professional and personal relationships, adapting to different creative energy levels, and offering the right kind of support when needed.
- Participate in group discussions and collaborative problem-solving activities to apply the 'Switching Hats' concept in real-world situations.
By the end of this workshop, you will be inspired to become an empathetic and inclusive leader, skilled at 'switching hats' to better facilitate a work environment that enhances productivity and creativity for your entire team by acknowledging and respecting individual needs and strengths.
#27 Put Your Best Foot Forward with Compelling Copywriting
Chris Rasmussen, CEO/Founder, Crazy Dad's
Avoid these common writing mistakes to arouse interest in your products and avoid instant rejection.
Chris Rasmussen, CEO/Founder, Crazy Dad's
Avoid these common writing mistakes to arouse interest in your products and avoid instant rejection.
#28 Decision Quality: Making the Right Choice Every Time
Robert Wasson, Ph.D., Professor, Engineering and Technology Innovation Management, CMU + Business Development, SmartOrg
Decision quality provides the defining framework for a good decision. It is an extension of decision science and, in particular, of decision analysis (DA)—a set of concepts and tools that produce clarity about the best choice in an uncertain and dynamic environment – especially related to product development. DQ not only uses DA to get to the “right” answer, but also engages the most important parties in the decision process to achieve alignment and commitment to action.
Within an organization, a multitude of decisions are made regularly. These decisions can be classified in a simple two-by-two matrix – where the two dimensions are labeled “Degree of Analytical Complexity” (x-axis) vs “Degree of Organizational Complexity” (y-axis). Within an organization, the upper-right quadrant (those decisions of both high organizational complexity and high analytical complexity) represents those decisions that are highly complex decisions of strategic importance. I suggest in this paper that these decisions need to be made through a different process than decisions in the other three quadrants.
All high-quality strategic decisions need to meet six requirements which I will detail in my discussion. I argue that the overall quality of a decision can be no better than the weakest of these six requirements.
Focusing on each element of this rational decision-making model and involving the right people at the right time in the right way make it possible to create significant value and avoid mistakes that erode value. On the other hand, a lack of decision quality leads to decision failures related to new products: failed product strategies, wasted capital in product investment decisions, recycling of decisions, blaming, and witch hunts.
Because funders know that innovation is uncertain, scary and exciting, proposals that just paint a rosy picture or are hand-wavy about risk don’t inspire confidence. But plans that treat uncertainty and contingency openly and directly build confidence. They show the team is considering multiple directions, has deeply understood the uncertainties it faces, and is truly focusing on the most important things. In short, Decision Quality helps teams find better paths to growth and builds commitment to innovation in an organization.
Robert Wasson, Ph.D., Professor, Engineering and Technology Innovation Management, CMU + Business Development, SmartOrg
Decision quality provides the defining framework for a good decision. It is an extension of decision science and, in particular, of decision analysis (DA)—a set of concepts and tools that produce clarity about the best choice in an uncertain and dynamic environment – especially related to product development. DQ not only uses DA to get to the “right” answer, but also engages the most important parties in the decision process to achieve alignment and commitment to action.
Within an organization, a multitude of decisions are made regularly. These decisions can be classified in a simple two-by-two matrix – where the two dimensions are labeled “Degree of Analytical Complexity” (x-axis) vs “Degree of Organizational Complexity” (y-axis). Within an organization, the upper-right quadrant (those decisions of both high organizational complexity and high analytical complexity) represents those decisions that are highly complex decisions of strategic importance. I suggest in this paper that these decisions need to be made through a different process than decisions in the other three quadrants.
All high-quality strategic decisions need to meet six requirements which I will detail in my discussion. I argue that the overall quality of a decision can be no better than the weakest of these six requirements.
Focusing on each element of this rational decision-making model and involving the right people at the right time in the right way make it possible to create significant value and avoid mistakes that erode value. On the other hand, a lack of decision quality leads to decision failures related to new products: failed product strategies, wasted capital in product investment decisions, recycling of decisions, blaming, and witch hunts.
Because funders know that innovation is uncertain, scary and exciting, proposals that just paint a rosy picture or are hand-wavy about risk don’t inspire confidence. But plans that treat uncertainty and contingency openly and directly build confidence. They show the team is considering multiple directions, has deeply understood the uncertainties it faces, and is truly focusing on the most important things. In short, Decision Quality helps teams find better paths to growth and builds commitment to innovation in an organization.
#29 Mission Driven Innovation - Product Innovation that Creates Social Impact
Mark Adkins, Co-Founder & CEO, LeanMed LLC
We will present our work at LeanMed LLC that developed the world's first solar powered medical oxygen system, the O2 Cube. Designed for rural hospitals and health centers that serve the one BILLION people who today are without access to oxygen. The O2 Cube gained WHO recognition in 2021 and we will be shipping commercial product in 2023.
Mark will share our 5 year journey as a startup and the insights we have captured. In particular, the use of strategic licensing combined with product innovation techniques such as Lean Startup to develop valuable medical products for the the underserved regions of the world.
Mark Adkins, Co-Founder & CEO, LeanMed LLC
We will present our work at LeanMed LLC that developed the world's first solar powered medical oxygen system, the O2 Cube. Designed for rural hospitals and health centers that serve the one BILLION people who today are without access to oxygen. The O2 Cube gained WHO recognition in 2021 and we will be shipping commercial product in 2023.
Mark will share our 5 year journey as a startup and the insights we have captured. In particular, the use of strategic licensing combined with product innovation techniques such as Lean Startup to develop valuable medical products for the the underserved regions of the world.
#30 From Vision to Reality: Navigating the Complex World of Product Development with Consultancies
Mike Carpenter, Director of Solutions & Technology, OpenArc LLC
Peter Zuidema, Lead Designer, OpenArc LLC
You have a great idea for a new product. You’ve defined a substantial target market and a solid vision. But you aren’t sure how to get it off the ground yourself. You consider Upwork or Craigslist, but you are concerned those folks don’t have the experience to help you succeed. Consultancies are expensive, but they can bring all the skills you need. How do you effectively work with them to get your idea funded and then to product market fit?
We'll talk about how to build great products using lean ideas and the Simple, Lovable, and Complete method. And we’ll talk about real world examples. Join us for a short presentation followed by Q&A.
Mike Carpenter, Director of Solutions & Technology, OpenArc LLC
Peter Zuidema, Lead Designer, OpenArc LLC
You have a great idea for a new product. You’ve defined a substantial target market and a solid vision. But you aren’t sure how to get it off the ground yourself. You consider Upwork or Craigslist, but you are concerned those folks don’t have the experience to help you succeed. Consultancies are expensive, but they can bring all the skills you need. How do you effectively work with them to get your idea funded and then to product market fit?
We'll talk about how to build great products using lean ideas and the Simple, Lovable, and Complete method. And we’ll talk about real world examples. Join us for a short presentation followed by Q&A.
#31 The Challenge of Achieving Accessibility Compliance in a Digital Project
Peter Zuidema, Lead Designer, OpenArc LLC
The digital industry has started to embrace accessibility. But do we know how to maintain a good user experience while meeting accessibility compliance?
Designing and developing to achieve accessibility is one part of achieving compliance. However, testing and knowing what to test for is an entirely different challenge.
During this session, we will address the effect of implementing good accessibility in a website or application, from its inception to a successful QA, and the challenges it will bring to complete the project.
Peter Zuidema, Lead Designer, OpenArc LLC
The digital industry has started to embrace accessibility. But do we know how to maintain a good user experience while meeting accessibility compliance?
Designing and developing to achieve accessibility is one part of achieving compliance. However, testing and knowing what to test for is an entirely different challenge.
During this session, we will address the effect of implementing good accessibility in a website or application, from its inception to a successful QA, and the challenges it will bring to complete the project.
#32 The Strategic Product Manager
Jonathan Sappey, Founder, Strategy, Creativity, and Leadership LLC
Given the scope of a product manager's responsibilities, it's understandable that they can get bogged down in details and execution. What can a product manager do to develop, maintain, and enhance strategic perspective? This session introduces a framework for thinking, deciding, and acting as a strategic product manager.
Jonathan Sappey, Founder, Strategy, Creativity, and Leadership LLC
Given the scope of a product manager's responsibilities, it's understandable that they can get bogged down in details and execution. What can a product manager do to develop, maintain, and enhance strategic perspective? This session introduces a framework for thinking, deciding, and acting as a strategic product manager.
#33 Discovery is a Team Sport: Improving Team Collaboration During Product Discovery for New Software
John Beck, Director of Product Design, Truefit
How can product teams successfully navigate the fuzzy domain of new product discovery? What steps can teams take to collectively listen to users, align with key stakeholders, make informed strategic decisions, and deliver products that succeed in the market?
Join Truefit’s director of product design for a brief overview of how we approach discovery and the important lessons learned through years of new software product development.
John Beck, Director of Product Design, Truefit
How can product teams successfully navigate the fuzzy domain of new product discovery? What steps can teams take to collectively listen to users, align with key stakeholders, make informed strategic decisions, and deliver products that succeed in the market?
Join Truefit’s director of product design for a brief overview of how we approach discovery and the important lessons learned through years of new software product development.
#34 Align Your Team with Preview Environments
Marisa Smith, Developer Advocate, Shipyard
Product teams can use ephemeral (preview) environments to increase transparency, communication and collaboration organization-wide. While on-demand environments are valuable for QA, testing and development, we will discuss their impact on product teams.
Preview environments slot into your existing workflows to provide a platform for running tests, previewing features, and collaborating asynchronously across your team. Stakeholders have transparency because they can look at these environments without engineering support. Giving them early access to WIP features and engineering early feedback.
On the collaboration side, preview environments eliminate the need for constant screen shares and review meetings. This frees up time for you and your team and allows you to focus on the product itself.
Another bonus of asynchronous reviews and feedback is that it streamlines your communication. Your team can validate feature requirements as they are being built, translating to faster releases.
In this talk, Marisa will outline preview environments, why you should be using them, how they can help solve your product problems, and demo the features that can increase your team's transparency, communication and collaboration.
Marisa Smith, Developer Advocate, Shipyard
Product teams can use ephemeral (preview) environments to increase transparency, communication and collaboration organization-wide. While on-demand environments are valuable for QA, testing and development, we will discuss their impact on product teams.
Preview environments slot into your existing workflows to provide a platform for running tests, previewing features, and collaborating asynchronously across your team. Stakeholders have transparency because they can look at these environments without engineering support. Giving them early access to WIP features and engineering early feedback.
On the collaboration side, preview environments eliminate the need for constant screen shares and review meetings. This frees up time for you and your team and allows you to focus on the product itself.
Another bonus of asynchronous reviews and feedback is that it streamlines your communication. Your team can validate feature requirements as they are being built, translating to faster releases.
In this talk, Marisa will outline preview environments, why you should be using them, how they can help solve your product problems, and demo the features that can increase your team's transparency, communication and collaboration.
#35 Project vs Product Mindset
Natalie Lihacova, Senior Project & Product Portfolio Management, Deutsche Hospitality
I can start with a 10-min presentation on the subject (brief history of project management and how it can be helpful in certain scenarios, then how Product Management is different and why it is best positioned to solve the problem of Digital Transformation in almost every enterprise nowadays), followed by an interactive exchange of opinions with the audience.
Natalie Lihacova, Senior Project & Product Portfolio Management, Deutsche Hospitality
I can start with a 10-min presentation on the subject (brief history of project management and how it can be helpful in certain scenarios, then how Product Management is different and why it is best positioned to solve the problem of Digital Transformation in almost every enterprise nowadays), followed by an interactive exchange of opinions with the audience.
#36 A Blueprint for Service Blueprinting! A Method for Taming Complexity, Building Alignment, and Finding Innovation Opportunities
Susanna Zlotnikov, Assistant Teaching Professor, Carnegie Mellon University - Integrated Innovation Institute
Creating a service blueprint is a valuable exercise to foster alignment among all types of decision-makers in your organization. Whether you’re building a product to sell to a customer, developing a B2B software suite, or improving internal processes, service blueprinting can tame complexity. Service blueprints help you arrive at answers, but just as importantly, help you ask new questions.
In this talk, I will introduce what a service blueprint is, define its core components, and share a process of how team members can work together to create one. There will be a chance to follow along with a hands-on activity that will allow you to get a feel for how this design method can add value to your team.
Susanna Zlotnikov, Assistant Teaching Professor, Carnegie Mellon University - Integrated Innovation Institute
Creating a service blueprint is a valuable exercise to foster alignment among all types of decision-makers in your organization. Whether you’re building a product to sell to a customer, developing a B2B software suite, or improving internal processes, service blueprinting can tame complexity. Service blueprints help you arrive at answers, but just as importantly, help you ask new questions.
In this talk, I will introduce what a service blueprint is, define its core components, and share a process of how team members can work together to create one. There will be a chance to follow along with a hands-on activity that will allow you to get a feel for how this design method can add value to your team.
#37 How to Treat Me Right: What Designers Want from their Product Managers
Kevin Voller, Interaction Designer, Google
Hear from a panel of UX thinkers who come from diverse professional backgrounds on what we want from our Product Managers. We’ll cover some high-level topics, then take questions from attendees. To make sure your question gets addressed, you can submit it early via this link, or ask it live during the session:
Kevin Voller, Interaction Designer, Google
Hear from a panel of UX thinkers who come from diverse professional backgrounds on what we want from our Product Managers. We’ll cover some high-level topics, then take questions from attendees. To make sure your question gets addressed, you can submit it early via this link, or ask it live during the session:
#38 Open Discussion on Creating Product Culture
Brad Eiben, Executive Director, MS in Product Management, Carnegie Mellon University
Interactive conversation. Share your stories and thoughts. No PowerPoint.
What is product culture? How important is culture, really? What are the signs of toxicity? Why is culture change scary? How can I influence and build culture?
Brad Eiben, Executive Director, MS in Product Management, Carnegie Mellon University
Interactive conversation. Share your stories and thoughts. No PowerPoint.
What is product culture? How important is culture, really? What are the signs of toxicity? Why is culture change scary? How can I influence and build culture?
#39 Quantifying Strategic Alignment
Jason Brett, Chief Product Officer, Method
It is possible to quantify strategic alignment and create powerful collaboration with your leadership and team! The 60 Second Business Case provides a framework for communicating exactly why we prioritize the way we do.
Jason Brett, Chief Product Officer, Method
It is possible to quantify strategic alignment and create powerful collaboration with your leadership and team! The 60 Second Business Case provides a framework for communicating exactly why we prioritize the way we do.
#40 Getting Vertical
Aaron Kopel, Business Agility Strategist, Project Brilliant
So many Product Managers struggle in Agile environments for one simple reason... they're set up for failure by their company's traditional "efficiency-focused" organizational design. In this session we'll walk through the challenges and constraints carried over from Traditional environments and how to advocate for the changes that allow Product Managers to maximize the value they can deliver to customers, provide better visibility and predictability to stakeholders, and best of all makes your life easier!
Aaron Kopel, Business Agility Strategist, Project Brilliant
So many Product Managers struggle in Agile environments for one simple reason... they're set up for failure by their company's traditional "efficiency-focused" organizational design. In this session we'll walk through the challenges and constraints carried over from Traditional environments and how to advocate for the changes that allow Product Managers to maximize the value they can deliver to customers, provide better visibility and predictability to stakeholders, and best of all makes your life easier!
#41 Hey PO, stop! You're Doing WAY Too Much!
Aaron Kopel, Business Agility Strategist, Project Brilliant
As I train and coach Product Managers, I consistently find huge misunderstandings of the Product Owner role on Agile and Scrum teams. There seems to be this impression that they have to be everywhere and do everything. NEWS FLASH: you're doing WAY too much! If you let others play their roles on the team you can focus on what's really valuable, and massively reduce your stress. Join me as I walk through the real intent of the Product Owner role, answer all your PO questions, and get you on track for a more effective path forward. (bring a pen to take notes and draw some pictures!)
Aaron Kopel, Business Agility Strategist, Project Brilliant
As I train and coach Product Managers, I consistently find huge misunderstandings of the Product Owner role on Agile and Scrum teams. There seems to be this impression that they have to be everywhere and do everything. NEWS FLASH: you're doing WAY too much! If you let others play their roles on the team you can focus on what's really valuable, and massively reduce your stress. Join me as I walk through the real intent of the Product Owner role, answer all your PO questions, and get you on track for a more effective path forward. (bring a pen to take notes and draw some pictures!)
#42 Scaling Agile, and Other April Fools Days Gags
Aaron Kopel, Business Agility Strategist, Project Brilliant
This will be a discussion session about the fooling things we do (or are done to us) sometimes that get in the way of effective Product Management... such as trying to scale broken agile teams, being the Product Owner of a component/platform team, avoiding metrics and customer feedback, and other things we'll discover together in this April Fools Day session to blow off some steam!
Aaron Kopel, Business Agility Strategist, Project Brilliant
This will be a discussion session about the fooling things we do (or are done to us) sometimes that get in the way of effective Product Management... such as trying to scale broken agile teams, being the Product Owner of a component/platform team, avoiding metrics and customer feedback, and other things we'll discover together in this April Fools Day session to blow off some steam!
#43 Building an Effective Product Team. Baking a Cake - Same Thing!!
Hali Jewell, Product Leader, Head of Product, CEO & Co-Founder, NCR Corporation
Building an effective Product team. Baking a cake - Same thing!!
Wait....what? No Seriously...
Join me to delve into how the different 'types' of Product Managers are all key ingredients, and we build the strongest team by incorporating some of each, just like how we can't bake a cake (worth eating anyway) with JUST 1 ingredient.
Diversity in our product organization is a power play. Not just diversity in the mainstream sense...but diversity of thought. Of personality type. Of default programming and approaches to the same problems or inputs. When we embrace that, and identify where each of us 'are' proactively, we enable ourselves to put together a team structure that is UNBEATABLE (like Chocolate cake)!
Hali Jewell, Product Leader, Head of Product, CEO & Co-Founder, NCR Corporation
Building an effective Product team. Baking a cake - Same thing!!
Wait....what? No Seriously...
Join me to delve into how the different 'types' of Product Managers are all key ingredients, and we build the strongest team by incorporating some of each, just like how we can't bake a cake (worth eating anyway) with JUST 1 ingredient.
Diversity in our product organization is a power play. Not just diversity in the mainstream sense...but diversity of thought. Of personality type. Of default programming and approaches to the same problems or inputs. When we embrace that, and identify where each of us 'are' proactively, we enable ourselves to put together a team structure that is UNBEATABLE (like Chocolate cake)!
#44 Our Robot Overlords: How Will Generative AI Change Product Management?
Jason Brett, Chief Product Officer, Method
Join us for an insightful townhall discussion where we explore the future of product management in the era of generative AI. This interactive session is designed to bring together product managers, industry experts, and AI enthusiasts who want to delve into the impact of artificial intelligence on the profession and discuss how to navigate the changing landscape.
As generative AI models like GPT-4 continue to revolutionize various industries, it is crucial for product managers to understand and adapt to the potential transformations. In this townhall, we will dive deep into the ways AI may change product management, from automating tasks to enhancing decision-making processes and fostering innovation.
Jason Brett, Chief Product Officer, Method
Join us for an insightful townhall discussion where we explore the future of product management in the era of generative AI. This interactive session is designed to bring together product managers, industry experts, and AI enthusiasts who want to delve into the impact of artificial intelligence on the profession and discuss how to navigate the changing landscape.
As generative AI models like GPT-4 continue to revolutionize various industries, it is crucial for product managers to understand and adapt to the potential transformations. In this townhall, we will dive deep into the ways AI may change product management, from automating tasks to enhancing decision-making processes and fostering innovation.
