Scaling Your Role as a PM in a Large Organization by Google PM
•
2 likes•442 views
Main takeaways: - An Engineer as a PM is as powerful as a PM who has a technical background - Enabling the org to become PMs has the potential to reduce some but not all technical, research inefficiencies - You succeed with a combination of good upper-management leadership and data-driven teams
Recommended
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Scaling Your Role as a PM in a Large Organization by Google PM
Similar to Scaling Your Role as a PM in a Large Organization by Google PM (20)
More from Product School
More from Product School (20)
Recently uploaded
Recently uploaded (20)
Scaling Your Role as a PM in a Large Organization by Google PM
- 1. www.productschool.com Scaling Your Role as a PM in a Large Organization by Google PM
- 2. Join 40,000+ Product Managers on Free Resources Discover great job opportunities Job Portal prdct.school/PSJobPortalprdct.school/events-slack
- 3. CERTIFICATES Your Product Management Certificate Path Product Leadership Certificate™ Full Stack Product Management Certificate™ Product Management Certificate™ 20 HOURS40 HOURS40 HOURS
- 4. Corporate Training Level up your team’s Product Management skills
- 5. Rio Akasaka T O N I G H T ’ S S P E A K E R
- 6. Scaling Your Role as a PM in a Large Organization and do the things that matter most
- 7. Scaling Your Role as a PM in a Large Organization @rioakasaka
- 13. How do you measure success for a PM?
- 14. How do you measure success for a product?
- 15. I will succeed when I’ve put myself out of a job sort of
- 18. PMs leverage personality and influence, but often have no authority
- 19. PMs expect they should execute on vision, strategy, roadmap
- 20. … but they end up spending most of their time firefighting
- 21. … but they end up spending most of their time firefighting
- 22. PMs in agile organizations are happier and less likely to leave
- 23. Would you call your organization agile?
- 28. PMs want to lay the groundwork for vision and strategy But cannot do so if they’re firefighting We also know that PMs succeed most in agile organizations Where success is measured by empowered, cohesive, entrepreneurial teams...
- 29. TRUST SPACE FOR CONFLICT COMMITMENT ACCOUNTABILITY FOCUS ON RESULTS Good teams are built on trust
- 30. ABSENCE OF TRUST FEAR OF CONFLICT LACK OF COMMITMENT AVOIDANCE OF ACCOUNTABILITY INATTENTION TO RESULTS Five dysfunctions of a team Patrick Lencioni
- 31. TRUST SPACE FOR CONFLICT COMMITMENT ACCOUNTABILITY FOCUS ON RESULTS Good teams are built on trust
- 32. Influence only succeeds if there is trust
- 33. 1. Get out of the way. 2. Don’t sell the vision, sell the problem. 2. Bring UX, Eng and PM together, as often as possible; form the agile team built on trust. 3 steps to scale your role as a PM
- 34. There is such a thing as micromanaging a product
- 35. 1. Get out of the way. 2. Don’t sell the vision, sell the problem. 2. Bring UX, Eng and PM together, as often as possible; form the agile team built on trust. 3 steps to scale your role as a PM
- 36. I am hiring __________ to do _____________. INSERT YOUR PRODUCT
- 37. 1. Get out of the way. 2. Don’t sell the vision, sell the problem. 3. Bring UX, Eng and PM together, as often as possible; form the agile team built on trust. 3 steps to scale your role as a PM
- 39. With any successful design solution, it requires a deep understanding of the technical constraints, and having been able to collaborate with the engineering teams on a daily basis has allowed for a well thought out app that balanced product, design, and engineering perspectives.
- 41. 3 steps to scale your role as a PM
- 42. PM success comes down to influence, and with it, trust One way to develop trust is to empower your Eng and UX teams to think like PMs. Data and user-driven prioritization in the face of constrained resources is a skill everyone should have. Once set up this way, it frees you the time to execute on the vision work that only you can do. With this, you’re building more agile organizations.
- 43. Thank you
- 44. www.productschool.com Part-time Product Management Training Courses and Corporate Training
Editor's Notes
- If you’re interested to connect with other Product Managers, aspiring PMs, or those within tech, join our Slack community of over 40,000 professionals. It’s a great place to network and to find interesting content. We host a weekly AMA through our Slack channel on Tuesdays from 11:15am - 12pm PST. We have also recently launched the Job Portal where you can find the latest Product Management opportunities! As members of the Product School community, we'd like to provide you with these resources at your disposal.
- Product School’s Product Management Certificate Path comprises of 3 part-time courses for professionals with strong technical or business background who want to further explore Product Management at software-based companies. During Product Management Training you will first learn Product Management fundamentals to understand the software product lifecycle and what it takes to successfully transition into a product management role. You’ll then be trained to retrieve data, understand its value and make impactful decisions with SQL, data visualization and Tableau. Learn to understand your users to deliver exceptional UX/UI design and develop a robust digital marketing plan. During the Full Stack Product Management Training, you will deep dive into the technical knowledge to enhance your ability to work with agile teams. Finally, Product Leadership Training will elevate your product knowledge to become an effective Product Leader. You'll do an in-depth analysis on how to implement best PM practices on a strategic level to significantly impact your company’s portfolio and revenue. Learn the soft skills to manage product teams and manage stakeholders to deliver performing products.
- As well as individual courses we provide corporate training across the world! If you’d like to upskill your product team this is the best option for you. We have trained employees from multiple companies such as Deloitte, Salesforce, JP Morgan, Bank of America amongst many other companies across all industries.
- Tonight's talk is “ [TITLE] ” with [NAME]. Welcome, [NAME].
- Hold on
- Eisenhower Matrix
- By making everyone around me a PM
- 1011 respondents from 59 countries
- https://productmanagementfestival.com/survey/
- https://productmanagementfestival.com/survey/
- https://productmanagementfestival.com/survey/
- https://www.mckinsey.com/business-functions/organization/our-insights/the-five-trademarks-of-agile-organizations
- 1 “Recognizing the abundance of opportunities and resources available to us, we succeed by co-creating value with and for all of our stakeholders.” 2. To: “When given clear responsibility and authority, people will be highly engaged, will take care of each other, will figure out ingenious solutions, and will deliver exceptional results.” 3. To: “We live in a constantly evolving environment and cannot know exactly what the future holds. The best way to minimize risk and succeed is to embrace uncertainty and be the quickest and most productive in trying new things.” *away from the hippo 4. To: “Effective leaders empower employees to take full ownership, confident they will drive the organization toward fulfilling its purpose and vision.” 5. To: “Technology is seamlessly integrated and core to every aspect of the organization as a means to unlock value and enable quick reactions to business and stakeholder needs.”
- In fact, one of the things I celebrate is when PMs are willing to deprecate a feature.
- Disagree and commit So what have we established so far PMs want to lay the groundwork for vision and strategy But cannot do so if they’re firefighting We also know that PMs succeed most in agile organizations Where success is measured by empowered, cohesive, entrepreneurial teams Who we know must have, above all else, trust
- Disagree and commit So what have we established so far PMs want to lay the groundwork for vision and strategy But cannot do so if they’re firefighting We also know that PMs succeed most in agile organizations Where success is measured by empowered, cohesive, entrepreneurial teams Who we know must have, above all else, trust
- Disagree and commit So what have we established so far PMs want to lay the groundwork for vision and strategy But cannot do so if they’re firefighting We also know that PMs succeed most in agile organizations Where success is measured by empowered, cohesive, entrepreneurial teams Who we know must have, above all else, trust
- And people trust you if you are: Honest Open Consistent Humble Kind Responsible Trust goes both ways
- Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
- Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
- Richard Branfield, CEO of Fresh Tilled Soil, once said: a leader’s influence is judged by their absence. It’s what happens when the leader walks out of the room. It’s the behavior of your team when you’re nowhere in sight.
- Paul Buchheit, Sanjeev Singh Maps: Lars and Jens Rasumussen YouTube: Chad Hurley, Steve Chen, and Jawed Karim Chrome: Ben Goodger Google Search Android: Rich Miner, Nick Sears, Chris White, and Andy Rubin
- In fact, one of the things I celebrate is when PMs are willing to deprecate a feature.
- Feel free to speak with me and I can point you in the right direction (explain where to apply). Or you can visit www.productschool.com Have a good night!