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Welcome to Product Mastery Now, where you learn the 7 knowledge areas for product mastery. We teach the product management practices that elevate your influence and create products your customers love as you move toward product mastery. To learn about all seven areas and assess your strengths in product mastery, go to my website -- https://productmasterynow.com -- and click the Podcast button at the top of the page. Hosted by Chad McAllister, product management professor and practitioner.

Product Mastery Now for Product Managers, Leaders, and Innovators Chad McAllister, PhD

    • Бизнес
    • 5,0 • 1 оценка

Welcome to Product Mastery Now, where you learn the 7 knowledge areas for product mastery. We teach the product management practices that elevate your influence and create products your customers love as you move toward product mastery. To learn about all seven areas and assess your strengths in product mastery, go to my website -- https://productmasterynow.com -- and click the Podcast button at the top of the page. Hosted by Chad McAllister, product management professor and practitioner.

    482: People-first product leadership for higher performing teams – with Diana Stepner

    482: People-first product leadership for higher performing teams – with Diana Stepner

    How product managers can empower their teams

    Today we are talking about how product leaders can create more effective teams by using a people-first leadership approach.

    Joining us is Diana Stepner, Head of Product for Education at the Chan Zuckerberg Initiative. Her approach to product leadership empowers individuals, fosters collaboration, and connects with people in an authentic way. She is also a product leadership instructor on Maven and has held leadership and advisor product positions.

    Summary of some concepts discussed for product managers

    [2:09] What does people-first product leadership mean?

    Launching people is just as important as launching products. When people feel supported, their product efforts shine. When I was defining my leadership style, a colleague referred to me as a servant leader. I appreciated the notion, but I didn’t really like the phrase. I’m not an attendant to my team; I lead my team. Instead, I wanted to acknowledge that I like putting people first, and that’s what I expect for my team. That’s where the phrase people-first product leadership came from.

    [3:33] What are the key capabilities that leaders need if they’re going to adopt a people-first product leadership approach?



    * Positive leadership character: Show traits such as integrity, responsibility, forgiveness, and compassion.

    * Creating psychological safety: Establish an environment where team members feel safe to take risks, speak up, share their ideas, ask questions, be honest, and make mistakes.

    * Promoting a learning culture: Provide the opportunity to continually learn and improve as a team. That enables individuals to adapt to changes and strive for excellence. That’s really important in product management, because things don’t stay the same. We always have new technologies and new competitors, and product management continues to evolve. A learning culture ensures we’re staying up to speed on all the areas that impact our product.



    [5:37] Tell us more about the aspects of positive leadership character.



    * Developing people: This takes integrity and responsibility. Focus on developing people, not just products. Help people gain skills, confidence, and knowledge, so the team can work better together.

    * Self-awareness and emotional intelligence: This takes compassion and forgiveness. Help individuals build their self-awareness and emotional intelligence. Understand your own emotions and understand and appreciate the emotions of others. Express empathy. I use an exercise called an Emotions Wheel that helps people identify their emotions.

    * Active listening: Develop a listening style that encourages people to be engaged and creates an environment that’s not competitive. Show that you’re being attentive to, comprehending, and internalizing what’s being discussed. Be able to summarize and move forward together.



    [9:22] Tell us more about psychological safety.



    * Empathy and understanding: Create an environment where people feel comfortable to tackle the unknowns.

    * Experimentation: Encourage your team to experiment, try different ways to approach problems, innovate, and learn from failures.

    * Sharing mistakes: Build a culture where people feel comfortable openly discussing and learning from mistakes.



    [14:28] Tell us more about how the Emotions Wheel can help create psychological safety.

    The Emotions Wheel is an exercise I do at the start of my people-first product leadership course on Maven. It’s a great icebreaker. People put a dot on the Emotions Wheel next to the emotion they’re feeling. It helps everybody understand what others are feeling and gives an indication to me as the teacher of how to best incorporate individuals into the session. At the end of the day, we ask participants how they’re feeling no...

    • 27 мин.
    481: Lessons learned developing medical products – with Ron Richard

    481: Lessons learned developing medical products – with Ron Richard

    Product management insights from medical innovations

    Today we are talking about product management and innovation of medical products.  Throughout my career, I’ve often found the best insights for improving my product work by learning from other industries, so even if you are not involved in medical products, you’ll be able to apply the practices you are about to hear. You’ll learn where insights for new or improved products come from and the pitfalls to avoid in getting products launched.

    We are learning with Ron Richard, a seasoned expert specializing in medical devices, medical diagnostics, and the life sciences. He has over 35 years of experience in the Medical Industry, has launched over 40 products, and has 17 patents under his belt. He is also the author of the book Someday is TODAY, which describes how to move from idea to launched product.

    Summary of some concepts discussed for product managers

    [2:17] How did you get your start in developing medical products?

    I started through my experience as a respiratory therapist. I worked in intensive care where patients are often on a ventilator and intubated. It’s frustrating to try to communicate with patients because they can’t talk. The first product I invented was a communication board that has simple phrases on it that a patient can point to. I didn’t have any idea how to develop a product, but I saw a problem and came up with a solution.

    I’m also a paramedic, and I worked on an ambulance. Back in the day, when you pick someone up and put them on oxygen, the oxygen cylinder goes right between their legs on the gurney as they’re transported to the ambulance. It was not very comfortable or safe. I bought some PVC tubing and straps and made my own oxygen cylinder holder. That got sold to the company that makes gurneys, and it’s still in use today.

    [5:38] What skills are involved in discovering insights that lead to products?

    Be open-minded. Be attentive to what’s going on in your surroundings. Live in the moment. When I’m dealing with critical issues with patients, I could get distracted, but I’ve had the ability to stay in the moment and not only take care of the patient but also work with the clinical team and observe what products they’re using.

    [7:01] What role do patients play in getting insights for new products?

    The first step is to come up with a platform or base idea. The next step is to interview patients and talk in general terms through a PowerPoint or show them a prototype and get their feedback.

    Many years ago, when people started using CPAP, which is a way to keep your airway open through a mask attached to a machine by a hose, the masks were very clunky and hard to put on. You had to really tighten them up, and it would make a crease on your nose and a red welt around your face. I saw those problems right away with patients. Through my experience at ResMed, we developed some of the most world-class, very comfortable masks you could ever imagine. That really advanced the whole field of sleep apnea, because if the mask is not comfortable, the patient isn’t going to wear it.

    [9:54] How do you make prototypes?

    I’ve used all kinds of different materials: foam, cardboard, plastics. Now 3D printers are fantastic. You can make all different sizes and shapes of things as long as you’ve got a decent CAD drawing.

    My book is focused on medical stuff, but I’m working on a project now using the same framework in my book to develop a new rain gauge. We’re using 3D-printing rapid prototyping.

    [11:16] How does your innovation process apply to many different fields?

    Early in my product development career, I attended a week-long workshop called the House of Quality that was put on by Ford and Toyota. I noticed the Ford and Toyota engineers had different approaches to developi...

    • 28 мин.
    480: Putting Design Thinking into practical action – with Tom Granzow

    480: Putting Design Thinking into practical action – with Tom Granzow

    The Discover, Analyze, Create, Develop Design Thinking Framework for product managers

    You’ve heard about Design Thinking or even tried it. It is a simple-to-understand tool for solving problems, developing strategy, and most commonly for us product professionals, for developing a new product or service. And while it is simple to understand, that doesn’t mean it is easy to apply. I’ve seen Design Thinking mistakes, and I’ve made my own as well, which limit the results this powerful tool can provide. When you apply Design Thinking, wouldn’t you like to know you are getting the most from it?

    That is why Tom Granzow is with us. He has applied Design Thinking to hundreds of projects and also trained over 1200 people to use it properly. Tom has held senior innovation roles with an emphasis on medical devices and equipment and now shares his 35 years of experience and knowledge with others as the founder of Granzow Design Strategies.

    Summary of some concepts discussed for product managers

    [2:23] Why is Design Thinking one of your primary tools?

    I think of Design Thinking as a framework and set of tools for problem solving. There are four key things that Design Thinking helps me accomplish:



    * Getting closer to the customer

    * Turning insights from customer research into action

    * Driving collaboration

    * Experimenting and iterating



    Design Thinking is a common framework that helps me communicate with other folks and get everybody on the same page.

    [5:09] Tell us about the phases of the Design Thinking framework: Discover, Analyze, Create, Develop.

    I modified these phases from Vijay Kumar’s model in 101 Design Methods.

    1. Discover

    a. Frame: Frame out the customer problem and what you’re trying to accomplish for your business.

    b. Research: Build empathy. Understand customer problems.

    2. Analyze

    a. Facts: What did customers say and do?

    b. Interpret: What did the customer research mean?

    c. Synthesize: Identify patterns and turn them into something actionable for the team like design principles, journey maps, and personas.

    3. Create

    a. Brainstorm: Use a structured method, such as:



    * Yes, and. Don’t say “no.” Say “yes, and” to keep the idea going.

    * Creative matrix: Use this to break a big problem down into bite-sized chunks you can try to solve. Identify key problems on the horizontal axis and potential stimuli like materials and processes on the vertical axis. Brainstorm within each of those squares.



    b. Visualize: Build a sketch, rendering, or prototype.

    c. Combine idea fragments: Instead of trying to pick out idea fragments, combine them into bigger concepts.

    4. Develop

    a. Test and refine: Put your ideas in front of customers, get feedback, and iterate.

    b. Repeat: Cycle through testing and refining many times.

    [14:18] What do people typically get right when applying Design Thinking?

    Companies that I have worked with really want to understand the customer. They don’t always have the right tools, and that’s what I’ve been able to help with.

    People understand the Design Thinking framework. I try not to call it a process, since teams already have their processes and don’t want new ones. Once people go through the training, they understand the framework and tools and can apply them.

    I’ve been very happy about the participation I’ve gotten. As long as I can explain what we’re trying to do, the engagement is amazing.

    Design Thinking helps with collaboration. It’s fun and engaging. People like doing the Design Thinking activities.

    [17:44] What do people tend to get wrong when applying Design Thinking?

    Some people think Design Thinking is supposed to be a really structured and linear process.

    • 34 мин.
    479: Beyond the pint glass–Learnings from creating the new Molson Coors Non-Alcohol portfolio – with Marlon Hernandez

    479: Beyond the pint glass–Learnings from creating the new Molson Coors Non-Alcohol portfolio – with Marlon Hernandez

    Product management insights from Molson Coors’s non-alcohol portfolio transformation

    I am interviewing speakers at my favorite annual conference for product managers, the PDMA Inspire Innovation Conference. This discussion is with Marlon Hernandez, whose session is titled “Beyond the pint glass: Learnings from creating the new Molson Coors Non-Alcohol portfolio.”

    After over 233 years of brewing beer, Molson Coors announced its name change to Molson Coors Beverage Company to reflect its growing focus on beverages outside the traditional beer offers. A successful market entry strategy in the non-alcohol space was one of the critical pillars of the transformational journey into a beverage company. Marlon will share with us the process of defining, shaping, and building this new portfolio and how the PDMA body of knowledge helped him during this process.

    Marlon has held different innovation roles at the Molson Coors Beverage Company, including heading the newly established non-alcohol beverages division at its early stages.

    Also, this episode is sponsored by PDMA, the Product Development and Management Association. PDMA is a global community of professional members whose skills, expertise, and experience power the most recognized and respected innovative companies in the world. PDMA is also the longest-running professional association for product managers, leaders, and innovators, having started in 1976 and contributing research and knowledge to our discipline for nearly 50 years. I have enjoyed being a member of PDMA for more than a decade, finding their resources and network very valuable. Learn more about them at PDMA.org.

    Summary of some concepts discussed for product managers

    [3:33] Why did Molson Coors want to create a portfolio of non-alcohol beverages?

    Molson Coors has been brewing beer since 1786 with the Molson family in Canada. Adolf Coors starting brewing beers in Colorado in 1873, even before Colorado became a state in 1876. Beer will continue to be a critical part of our portfolio.

    Right now, consumers are changing their behavior. They prefer a larger variety of beverage choices. At Molson Coors, we’re a consumer-centric organization. In 2019, we recognized that we needed to expand beyond beer and changed our name to Molson Coors Beverage Company. That was driven by the evolution of our consumers and our distributors. More than 60% of beverages consumed in the US are non-alcoholic, and some of our distributors already had started having products other than beer. The intersection of these factors triggered the creation of the non-alcohol portfolio, which I had the pleasure of leading.

    [5:15] What did market research show about why consumers were switching to non-alcoholic beverages?

    A combination of multiple factors triggered this change in behavior. In 2008, the Boomer generation reached an age at which their preference for beer declined somewhat.

    The new generation of drinkers is more aware of what they’re drinking and more conscious of calories and nutrition. Some consumers love the taste of beer but don’t want to have alcohol at some moments. That triggered the creation of non-alcohol beer options.

    Other consumers are looking to energize. The energy drink is one of the fastest growing segments in the beverage category. We want to continue building our portfolio in the direction the consumer is going.

    Molson Coors recently launched Blue Moon non-alcohol. People love the taste of Blue Moon, but sometimes they want to enjoy the taste without the alcohol. We want to ensure consumers have options to enjoy every moment of their lives.

    [9:06] How did you plan and structure your portfolio?

    Even though beer and non-alcoholic drinks seem to be in the same category, there are different consumer behaviors, regulations,

    • 30 мин.
    478: Discovering the heart of innovation Part II – with Merrick Furst, PhD

    478: Discovering the heart of innovation Part II – with Merrick Furst, PhD

    How product managers can create products that customers cannot be indifferent to

    In episode 468, Dr. Merrick Furst introduced us to the discipline of deliberate innovation and how companies can create products customers absolutely must have. The purpose of this podcast is to help you create products your customers love. Products your customers must have takes this to a higher level.

    I asked Merrick to join us again so we can learn some of the tools for creating such products, which he also wrote about in the book The Heart of Innovation: A Field Guide for Navigating to Authentic Demand. These will be valuable tools to improve your work as a product professional.

    Dr. Merrick Furst, is a Distinguished Professor and the Director of the Center for Deliberate Innovation (CDI) at Georgia Tech. He has also founded numerous startups and in addition worked with hundreds of founders and innovators, helping them use the discipline of deliberate innovation.

    Listen to episode 468 for part 1 of this discussion.

    Summary of some concepts discussed for product managers

    [3:28] In episode 468, you introduced us to Deliberate Innovation and the concept of a not-not product. Please review for us what a not-not product is.

    We were trying to figure out how to help people make things that people would not be indifferent to. If they’re indifferent, that means that not buying is okay. They have other things they can do instead. When you’re building a product, you’re looking for a way to have authentic demand. The alternatives are just not okay, which means not buying it is not okay. As long as there are alternatives that are okay, you can’t be confident that people will buy your product.

    Often, when people think about products, they focus on what they think people need or want or the thing that will delight them. People might love your product, but if they have other options, what difference does it make if they love your product?

    To think more clearly as a product manager who is trying to help build something of value, it helps to think about not-not principles. What creates authentic demand is a situation in which not buying is not okay or not using the product is not okay for a customer. If you can train yourself to think in those terms, you start to see people and situations a little differently.

    If you make a product people are using, the alternatives are not being used. There is something not okay about them.

    Even though it’s obviously true that if someone could not buy, they’re not really a customer, people are not very comfortable asking a customer if it is okay for them to not buy the product. You need to know the answer because if it’s okay for them to not buy it, then you shouldn’t make it. People ask questions like, “Would it be helpful for you? Could you see yourself using it?” These are relatively useless questions. You need to know, “Is it okay for you to not use it?”

    [9:13] Help us learn about tools that lead to creating not-not products. As we talked after the last episode, you told me about the “Waking Dream.” What is that?

    We were working with innovators, product people, or founders who described to us why what they were doing was going to be meaningful to customers. We started to realize these people had an idea how the world worked that we call the Waking Dream. They’re living in some world where they think the know who...

    • 28 сек.
    477: Three-step VOC system – with Andrea Ruttenberg, PhD

    477: Three-step VOC system – with Andrea Ruttenberg, PhD

    Market research essentials for product managers

    Today we are talking about the knowledge area called market research. How do you know that the product you’re developing will actually create value for customers, that they’ll love it, and that they’ll buy it? Have you done the right things to have confidence of these outcomes, or are you wishfully guessing? You need confidence.

    That is why Andrea Ruttenberg, PhD, is joining us. As an associate principal at Applied Marketing Science, she has helped numerous clients conduct customer research and make critical business decisions—the same decisions you need to make, and this episode will help you move from guessing to confidence.

    Summary of some concepts discussed for product managers

    [6:08] What tools or processes do you use for customer research?

    The bread and butter of what I and my firm, Applied Marketing Science, do is Voice of the Customer (VOC). We define VOC as it’s described in an article called Voice of the Customer written by my co-founder John Hauser and his then-graduate student Abbie Griffin.

    Voice of the Customer is a systematic, thorough process that starts with qualitative interviews to understand customers’ needs. Needs mean customers’ problem, pain points, or things we can solve for them. Needs are not solutions. Voice of the Customer research means going to customers to deeply understand their perspective on problems we can solve for them. It’s our job to fix those problems for the customer.

    The VOC process has three main parts:



    * Talking to customers in focused interviews.

    * Analyzing transcripts and identifying unique needs.

    * Doing a quantitative survey to understand how important each need is and how satisfied respondents are with it.



    [12:49] How many customers do you need to talk to?

    Our gold standard is 30 interviews. That’s when we start to hear nearly 100% of customers’ needs. At AMS we do a systematic, labor-intensive, time-intensive, in-depth VOC process. However, that’s not always necessary. There are times when it doesn’t make sense to do 30 interviews followed by 500 surveys. We’ve been focusing on helping our clients understand tools for getting insights in a pinch.

    How can you do this VOC process without completing 30 in-depth interviews? Step one is making sure you’re doing it for the right reasons and at the right time. If you’re starting a new product from the ground up, I would strongly recommend a more systematic process. If you’re just doing version 1.2 or you already have a lot of institutional knowledge, you can cut corners and still come up with really good research.

    [15:02] Tell us more about your in-a-pinch VOC process.

    For our in-a-pinch process, rather than relying on qualitative interviews, we rely more on our own institutional knowledge and sources that are already available, primarily online. Step one is to recruit three to seven colleagues within your organization who have diverse perspectives on your customers and their pain points. They should be from different parts of your organization and if possible also have diversity in seniority and demographics. Avoid folks who are likely to criticize or dismiss ideas and avoid large seniority gaps.

    Next do some brainstorming to build a list of your customer needs. Start writing down what your customers’ problems are. We generally have people sit around the table for an hour or two and do a brain dump. Go beyond generalities and define specific pain points your customers have. Ask people to put themselves in the customer’s shoes or walk through a day in the life of a customer. Think about different types of customers.

    Next take stock of what you know and where there are gaps in your knowledge.

    Then see what you can learn about your customers online.

    • 34 мин.

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Александр Соколовский
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Книги на миллион | бизнес блог
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