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B2B product management

Artificial Intelligence (AI) & Machine Learning (ML)

Building Product Teams

Business Strategy

Data Driven Product Management

Digital Transformation

Diversity and Inclusion

Minimum Viable Product

OKRs

Prioritisation

Product Design

Product Research

Product Development Process

Product Ethics

Product Discovery

Product Leadership

Product Management Career

Product Strategy

Stakeholder Management

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What we learned at Pendomonium and #mtpcon: Day 1

How internal product teams drive growth at Wise

Optimizing teams: A dual perspective on Team Topologies

From DataSnipper to ComplianceWise: Youssef Hounat on succeeding as a startup’s first product person

How to improve your relationship with data – Heather Williams (Director of Product, Elsevier)

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What a product manager does in three films and a box set 

Conference

What we learned at Pendomonium and #mtpcon: Day 2

Barry O’Reilly is a business advisor, entrepreneur, and author who has pioneered the intersection of business model innovation, product development, organizational design, and culture transformation. Barry works with business leaders from global organizations that seek to invent the future, not fear it. Every day, Barry helps many of the world’s leading companies, from disruptive startups to Fortune 500 behemoths, break the vicious cycles that spiral businesses toward irrelevance by enabling cultures of experimentation and learning to unlock the insights required for better decision-making, higher performance and results. Barry is author of two international bestsellers, Unlearn: Let Go of Past Success to Achieve Extraordinary Results, and Lean Enterprise: How High Performance Organizations Innovate at Scale—included in the Eric Ries series, and a Harvard Business Review must read for CEOs and business leaders. He is a globally sought-after speaker, frequent writer and contributor to The Economist, Strategy+Business, and MIT Sloan Management Review. Barry is faculty at Singularity University, advising and contributing to Singularity’s executive and accelerator programs based in San Francisco, and throughout the globe. Barry is the founder of ExecCamp, the entrepreneurial experience for executives, management consultancy Antennae and serves on the Board of many high growth and potential startups—the most recent of which AgileCraft, being acquired by Atlassian. His mission is to help purposeful, technology-led businesses innovate at scale.

Cofounder, and Chief Incubator

Barry O'Reilly

In this talk I share my lessons learnt from client engagements with many of the world’s largest organizations. I showcase how I’ve helped enterprises rekindle their capability and culture of experimentation and learning.
What are the key aspects to consider? Where should you start? What are the tools and techniques to use? How do you organize to make a meaningful business impact?
I highlight the key issues holding organizations back from unleashing innovation and demonstrate the areas to consider when seeking to create high performance organizations at scale.
<h2>Innovation Portfolio Management</h2>
One of the first exercises I run with executive teams is mapping their business portfolio to visualize current work in progress and how it aligns to the overall business strategy. Without exception, every time I run this exercise the gap between current state and desired state is far wider than every executive believed, hoped or even imagined.
<a href="https://barryoreilly.com/2016/01/13/lean-pmo-managing-the-innovation-portfolio/">Innovation portfolio mapping</a> requires taking an end-to-end view of the lifecycle of initiatives in your organization. Lean Enterprises’ consider four main domains:
<ul>
<li>Explore early stage initiatives that are bets for the future with high degrees of uncertainty</li>
<li>Exploit initiatives that have achieved product-market fit and the organization wants to grow and scale</li>
<li>Sustain initiatives that have become repeatable and scalable business models, products or services that drive the majority of revenue for the organization</li>
<li>Retire initiatives that are long lived, no longer beneficial (even limiting) to the organization future success or strategy and should be sunset from the portfolio</li>
</ul>
<img decoding="async" class="aligncenter" src="//wp-content/uploads/2017/08/3d8c9e8c-3ca6-453b-8c80-fb8c5ddb34a8_pasted20image200.png" alt="" />
Initiatives that do not achieve desired outcomes in any domain should be killed, and their investment transferred to other initiatives.
High performance organizations focus on building capability to continuously move initiatives through the model from Explore to Retire. They understand that using the same strategy, practices and processes across the entire portfolio will result in negative outcomes and poor results.
<h2>Alignment at Scale</h2>
Organizations big and small constantly fall into the trap of over investing in precision, analysis and planning without exercising the plan to find out if their hypotheses are invalid and untrue. The tension between planning and execution needs to be managed and the gaps in your knowledge, alignment and action addressed to achieve the desired outcomes we want.
High performance organization understand that clearly articulated purpose, provides context and the outcomes to be achieved. Leaders communicate the why and what, and trust their people closest to the work figure out how to get there. This is the basis of Mission Command, an alternative to command and control to create alignment at scale.

core/freeform

A year with ChatGPT and product innovation: Navigating the AI landscape

Mastering perspective – zoom in, zoom out as a product leader by Navya Rehani Gupta

Modern-day leadership by Janice Fraser

Master the art of leading through influence by Shyvee Shi

Is your innovation project on track? by Tendayi Viki

Finding your frosting as a product leader by Jeff Birkeland

Learnings from London: The secret sauce to hiring great product people by Kate Leto

How to Run Product Portfolios at Scale

Barry O'Reilly