Beschreibung Becoming a More Strategic Product Manager: Nine Lessons, Nine Days. Product management—done right—should span a healthy mix of the tactical and strategic, but too many product managers get buried in the tactical and underinvest in the strategic. This book is designed to help you, as a product manager, become more strategic—learning what work to say “no” to, and what to say “yes” to—and amplifying your impact on your company and its long-term product portfolio. This book is set up in a series of nine lessons over nine days. In our Day 1 discussion, we’ll reorient ourselves toward the—often underinvested—strategic parts of our job. And we’ll talk through the non-core tactical areas of our work that we should gracefully shed. From Day 2 through Day 8, we’ll focus on those areas of our jobs that we should lean into for maximum impact, those areas we should say an emphatic “yes” to. We’ll dive into customer needs, competitive analysis, strategy development, prioritization of development efforts, continuous discovery and delivery, pricing, and finding growth. On Day 9, we’ll look at the full package—the practical steps you can take over the next three, six, and nine months to delight your customers, lengthen your competitive lead, and generate more than your fair share of profits.
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The eight essentials of innovation / McKinsey ~ Such performance parameters can seem painful to managers more accustomed to the traditional approach. In our experience, though, CEOs are likely just going through the motions if they don’t use evaluations and remuneration to assess and recognize the contribution that all top managers make to innovation. Read more about Strategy & Corporate Finance. Podcast - McKinsey Quarterly The .
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The Nine Belbin Team Roles ~ The nine Belbin Team Roles; their strengths and weaknesses, and how to use the nine Belbin Team Roles when working with a team. To find out your Belbin Team Role profile you need to complete the Belbin Self-Perception Inventory and ask for feedback from those you work with. This generates a Belbin Team Role Report which can be use in a myriad of ways.
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What is a Program Manager and What are They Responsible ~ The program manager is therefore responsible for the delivery of the output/product of the program, . They plan the overall program and monitor progress to make sure that milestones are being met across the various projects and programs. They manage the program budget. They manage the risks and issues that might and do arise over the course of the program life cycle, as well as take measures .
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MANAGEMENT BY OBJECTIVES ~ In hopes of increasing individual production and contribution, managers have resorted to many different approaches: they have tried to get commitment and hard work through economic pressure and rewards; they have sought greater production by teaching the workers the best or most efficient ways to do a job; and they have tried to cajole their employees into a sense of well-being, hoping that .
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