Collaboration and relationship with the sales team help our product improve. In order to work effectively with Sales, it's important to understand the differences in our incentives and KPIs. Sales teams need ammo to close the sale, and our part in enabling sales is increasing the team's product knowledge and providing them with competitive analysis, preparing them for the hard questions prospects ask.

In this talk, I will present two highly impactful resources we added to the sales enablement toolbox. We will examine the implementation process and effective utilization of competitive & Win-loss analysis for Product managers:

- Learn how better understanding our losses helps us increase revenue (hint: it's not always the product)

- Learn how to collect valuable information on the competition, and make the information more accessible to internal stakeholders

So, you’ve probably heard podcasts on how Spotify builds product teams, and you already read Marty Cagan (twice!), and it seems like everyone is working in “Squads”, and you get a crippling FOMO sensation down your back?

DON’T WORRY.

We were once there as well.

Back in 2016, we started to assemble Empowered product teams in Augury, by working with “Dual-track agile” processes. Our sole purpose was to maximize the impact on business results in which those teams could deliver.

It didn't go smoothly.
We had to experiment, and fail, and adjust.
But we got better, and now we will never look back - for us working in teams following Dual-track agile, is the best way for us to achieve our business goals.

In this talk, we will cover a few learning we had along the way, sharing real challenges we faced, and how we tune our teams today for maximum impact.

We want to demonstrate how as a product manager you can create true commitment and positive interaction within the entire company that powers real impact. 

We present an e2e process from creating a shared narrative to jointly defining the goals. 

The process enables us to have a broad assembly of ideas from different groups and backgrounds. 

Although this intense collaboration process requires extra effort from the product teams, the fruits are clarity and simplification of the entire decision-making process which powers smooth execution. 

We are extending Marty Cagan's notion of 'product-teams' from Product<>Engineering<>Design to the entire company. 

We have led this kind of process successfully in small startups as well as large enterprises.  

Building products based on customer data requires new skills.
It requires a different approach in discovery, data analysis, mockups, development, and launch.

We will learn together some of those new skills, how to put the focus on the customers' business needs, iterate with your customers using their own data, build your team with the right skillset and how to find the "must-haves" for your next product.

It’s great when your product team and stakeholders get the big picture. When everyone agrees who the customer is, what their key needs are, and how your product can (or will) address them better than others. Sounds like the PM promised land, right? The good news is there’s a tried-and-proven process, based on 5 simple questions, that will help you get there. 

Alibaba Israel was founded 3 years ago as a research lab, today we are working on products that are used by Chinese consumers on a daily basis. Our story begins by establishing Israel’s product function shifting to think about actual user needs rather than technologies and establishing a vision. It tells about the practice and experience we gained on how to deliver products to a different culture when language is a barrier. Finally, it dives into learning how important it is to get to know your market and customers when you cannot rely on intuition, form collaborations, and build trust. I will share examples that highlight the learnings and adaptations we had to do when working with the Chinese market, and reflect how any PM can adapt these to his/her day-to-day.

Your product is excellent, customers love it. Now is the right time to scale! But you can’t. Your product is supported by too many employees: from salespersons to customer success managers, customer service, technical support, business analysts, and more. New customers lead to more recruitment, more training, endless meetings, and cross-function collaborations. There is a way to avoid this, and it requires a balance between "high-touch" and "low-touch" approaches to the product. 

In this talk, I will describe how I moved the company from a high-involvement product to a range of products that require minimum dependency on human interaction. 

Not all products start off successfully, some do most not. It is even harder when there is an intense competitive landscape.
In this session, I will share with you some of my lessons learned from a successful product turnaround.
When you should fight on a product and when you should let go, what are the changes you have to perform in the company and product in order to execute such a turnaround, and how a victory looks like

When we launched the first version of our product, we discovered that users were not interested, and churned. We had a long list of hypotheses, and a mission to improve fast. We needed a hack to reach our MVP. In this session I will share the methodology we developed, which combined competitive research and user research and led us to drive 3X growth in our key metrics.

Two years ago we made a decision in Salesforce to build an entirely new optimization engine for our Field Service solution. It took about 20 years to build the current engine which includes very rich functionality and solves many use cases. It was clear that reaching the same level of functionality will require a substantial investment of time and effort and so we found ourselves in a difficult conundrum - How do we swap a great and well-accepted engine with a new unfamiliar one, in minimum time and still provide added value to our customers?

Launching a product is a big deal. From marketing to business aspects, a successful launch is what we all aspire to have. But when did a successful launch become the goal when really, it’s merely a means to an end?
This session is all about what the product org needs to do, pre, during and post launch, in order to have a true impact on the product. Spoiler alert: Launch is not the end of the process.