The role of Product Manager has changed dramatically in the last decade.
What changed in 2020? What should change in 2021?
The largest conference for product managers in Israel, ProductX goes online.
It is going to be unique, different, effective, valuable and full of surprises:
and all that in the Christmas week, when you have no one to talk to abroad :)
Great speakers will share:
In the past year, SupPlant has transformed from a company that encountered difficulties in accelerating its commercial growth - although it owns an excellent technology - into an active and dynamic company that shows a significant increase in customer acquisition and in the acreages where its technology deployed and yields results.
For several years our main challenge was to succeed in developing innovative and unique irrigation technology. Once the technology has proven itself over several seasons, at the commercialization stage, it became apparent that technology does not “sell itself” just because it is innovative and gets work done. We started to worry that we were missing something regarding our customers and their actual needs. In-depth study and analysis have led us to develop a new modus-operandi for the product - an inclusive approach that empowers the customers and provides them a sense of control and monitoring capabilities. From a strategy of "let technology do better than you", we have moved to "let technology make you better", which is based on transparency and trust-building processes.
Except for major updates to the product, the process required also significant organizational shifts. Directed by the company's management, we built an ad-hoc product team that steered the revolution. Later in that process, the whole company underwent a profound change through the product.
3 years ago at Klarna we redesigned our way of working in order to remove
dependencies between teams; enable them to run faster; and ship high quality
products that our customers will love. Quickly.
We realized that modifying the product manager role is key to achieving this goal.
That’s why today, product managers at Klarna are also “Accountable Leads”.
What does it mean to be an accountable lead?
How does this change impact the product manager role?
What have we learnt about this model in the last 3 years?
In this talk, I’ll share my two cents on this topic, as well as provide you with a
starter kit for adopting this model in your company.
In this session I will review what is this new "Product owner" position, why it should be separated from a product manager and how it can improve the internal communication between the R&D and the Products group. We'll dive into common situations that it solves and discuss some best practices on defining and dividing the areas of responsibility so as to not step on each other's toes.
For a young startup, the company and product vision often merge into one. The product is the manifestation of the way the founders perceive the company, and the roadmap aims to satisfy that vision. Often, when a company grows, additional product lines emerge in order to serve additional market segments. Then, a material transformation is required in order to manage multi-product visions, that each contribute their share to the fulfillment of the company vision
Sometimes amidst a big project, the company decides to make a big pivot. It happened to us at Gett. This is a case study on how the product manager should redirect the ship towards a new direction
One important & exciting, but often overlooked aspect of the product manager role is bringing new products ideas and essentially being an entrepreneur within the company (a.k.a. entrepreneur) . To help bring great new ideas you need to be tuned to looking for them and be able to quickly analyze which ones are worth pursuing. In this talk I’ll discuss identifying new products ideas (and how in many cases new ideas come from unexpected sources) as well as some practical tools for quickly analyzing and incubating new ideas that we developed over the years.
A product manager who is also a startup founder is responsible for the success of the company before the success of the product.
Product decisions are derived not only from customer needs, but also from marketing goals, sales, unit economic, fundraising, HR, and more.
In a startup, the level of uncertainty is high and the activity is constantly evolving. In such a reality, the goals are short-term, the cost of delay is high, and the decision-making process is super agile and minimalistic.
On the other hand, the founder’s toolset is wider, and the product is just one tool for fulfilling the company’s vision.
As the Israeli tech industry continues to grow from an early-stage "Startup Nation" to a mature "Scale-up Nation", being proficient in product management is not enough anymore. The new expectation of product teams in high-growth startups is to be part of the strategic business unit, while mastering product market fit. In this talk, we discuss 5 key ways for PMs to stress-test their products and ensure they're built for scale and success.
My personal story of how I transformed my product team into an independent empowered team, trusted by our management.
A one-year journey where we practiced extensive use of data, listening to the voice of the customer, and communicating effectively with executives.
I'll share simple tools, techniques, and guidelines that any product manager can practice.
Why does Netflix think Tiger King is what I’ll want to watch next? Will knowing the reasoning behind their technology make a difference in how likely I am to follow their recommendation?
As a product manager, developing explainable products is difficult and will not always have a direct effect on your metrics, so why invest in it? At Riskified, our customers’ transaction approval rate depends on us, which means we have to be adept at explaining our decisioning process while making sure our standard of accuracy stays at top performance. But what exactly is the tradeoff between accuracy and explainability? Is there a tradeoff at all?
In this session, I’ll share my experience dedicating a year of development to explainability, even while it wasn’t clear how it would be reflected in our KPIs. I’ll show you how this led me to understand that not only are accuracy and explainability not in conflict but .when done right, they feed into each other, resulting in an ever-evolving Flywheel Effect
How I aligned the company around a flexible initiative-driven roadmap and stopped lying to everyone.
Products produce a single revenue stream, while platforms that connect two or products with synergy can accelerate it.
A large number of the world’s most valuable companies by market capitalization are platform companies and although some of those companies started with platforms, many started with products.
Not every company, however, makes the leap successfully.
In this session, I will tell the JFrog platform story, what the product team should consider before and after taking this leap forward and what can make the difference between effective transformations and a failure.
"A good PM uses empathy to get into their user's head and drive their experience in the direction maximizing the product goals". But are we really as good as we think we are? In this lightning lecture we'll challenge YOU to test your intuition and prove once and for all what the 'data-driven' approach is full of... Enter at your own risk of disappointment.
Selling a product in a zero/low touch based SaaS is both challenging and fun. In this talk, we'll present 3 steps we took to increase the awareness and engagement of the developers community with our database optimization product. We'll discuss our tool based marketing approach, our specially crafted emails, and the engagement of our potential customers with our product.
As the Google's Crisis Response product manager, I build products to help people find relevant information during earthquakes, wildfires, floods and other disasters. What happens when the crisis is global? What are the challenges (and opportunities) I tackled during the COVID-19 crisis. How and when we figured out something big is happening and we need to react to it.
How do you module User needs and move the whole organisation in order to build a product that provides local, fresh and actionable information?
No one knows how long the coronavirus pandemic will last, but it should be obvious by now that even after we will go back to our normal routines - our users’ behaviors and habits might never be quite the same.
As product managers we often find ourselves defining our user personas in the early stages of the product, but in the post-COVID world – will our personas remain the same?
I’m excited to share with you some of my thoughts and help you to embrace and adapt to this new world by better understanding your users, their new needs, new behaviors, and their new goals.
In this talk, I will focus on 4 important ways this might impact your product, and will share some examples of products that have already adapted to the new world, including Microsoft Teams which I’m working on.
One day early in 2020, the entire world was thrown into "chaos” due to a fast spreading global pandemic. Suddenly, the customers’ needs and product usage changed dramatically.
The question became: how can we continue and manage our products during this crisis in real-time?
In this talk I will depict how the PM team rapidly adapted to the situation, collected the flux of information from clients, monitored these changes, and identified the crucial market needs.
I will also demonstrate a series of actions and products that were implemented in order to fit the new market needs, show how the crisis was overcome, and share general insights on innovative and dynamic product management