How self-serve analytics are made

Dec 28 22:30:42 by

An unprecedented availability of data surging from billions of endpoints gives businesses valuable information in key decisions. But complex data repositories can limit accessibility across an organization and curb collaboration, and can squelch innovation opportunities for employees lacking comprehensive data literacy. That’s why Stephanie McReynolds (pictured), vice president of marketing at Alation Inc., is working to remove the boundaries created by knowledge […] The post Q&A: How self-serve analytics are made appeared first on SiliconANGLE.

#1   45%      3
Q&A on \"Lean Product Management\"

Dec 30 13:15:00 by

The book “Lean Product Management” by Mangalam Nandakumar is about finding the smartest way to build an Impact Driven Product that can deliver value to customers and meet business outcomes when operating under internal and external constraints. By Rui Miguel Ferreira

#2   120%      2
Why the CEO is actually the CMO

Dec 23 23:00:58 by TheNextWeb

Scrappy business people are fantastic people to work with — lean, mean, execution machines. But there comes a point where all scrap and no strategy results in a hard working team that are running to stand-still. Many small company CEOs lean too far into the COO role, at the expensive of setting — and ensuring execution of — the strategy. If anything, CEOs need to lean more into the CMO role. A good marketer is invaluable (and hard to find), but CEOs need to be careful not to think marketing and strategy are interchangeable. Positioning the company (the market facing… This story continues at The Next Web

#3   13%      1
Is Contract Product Management as Scary as it Sounds?

Jan 15 11:05:00 by

There aren’t many fixed-term contract roles for product managers in the UK. Job-board figures in major UK cities, including London and Manchester, indicate that just 10% of the market is fixed-term contract work. This is counter to the trend towards portfolio careers across many industries and disciplines, with more and more people feeling the benefit of diverse challenges and more businesses valuing varied expertise. The Wellcome Trust – a charitable foundation with 500 staff and a website team of 35 – has had a product management structure for two years and employs five full-time product managers. Last year it decided to hire a product manager on a fixed-term contract to lead the development of a new product. Fears of Contract Product Management Calum Wiggins was Wellcome’s longest serving permanent product manager and the arrival of a contractor came with some concerns. Would a contractor take all the fun work for their team? Would they care about the long-term health of the platform? Would they disrupt relationships in order to get things done fast? On the other side, Jobina Hardy had considered a move to contracting for a long time but she had concerns of a different kind. Would she feel like an outsider? Would it be possible to get genuinely stuck into the big problems without being embedded long-term? Would it still be fun? Jobina accepted a six-month contract to set up Wellcome’s new team, define the new product and kick-start the development work. And so, with their fears bubbling away beneath the surface, Calum and Jobina began their working relationship. Did their fears match up to the reality? “I Wasn’t Sure I’d Feel like a Real Member of the Team.” Jobina: As a plug-and-play outsider, I was afraid of feeling like a second-class citizen and missing out on one of the main joys of product management – being part of a team. Product management is such a communications-, context-, and relationship-based role, so it can feel as though it has to be a fully-embedded role in an organisation. In reality, being on a fixed-term contract has had no bearing on the sense of teamwork or belonging. Being a product manager puts you in a great position to embed yourself in the immediate team. Whether permanent or transient, a product manager always has to build the sense of teamwork around their product: a mission, a vision and a shared ambition. This same is true for embedding quickly across the wider team. As a product manager you have licence to introduce yourself, ask interesting questions, and create new relationships. Using sprint ceremonies, team socials, and stakeholder demonstrations all help this sense of quickly becoming a part of the organisation. “They Won’t Understand the Organisation.” Calum: It can take time to develop a good working understanding of an organisation and its quirks. I’d learnt through experience how to run an effective product team in an environment where that isn’t always easy. There was a risk that a contract product manager could rock the boat, damage hard-fought relationships, and make everyone’s work harder. In reality, as a contractor, Jobina’s slight sense of removal from the core team has brought the right amount of disruption. But she has also been thoughtful and done her homework on the organisation and stakeholders. And as the product she’s leading is entering a new area, she’s starting to raise the profile of the digital team in parts of the organisation where there was limited awareness previously. “Will Being Parachuted in put my Team on the Defensive?” Jobina: As a contractor, you really have no idea of the environment that you’re coming in to. All you know is that you need to create results quickly, since your time is limited and you don’t want to leave things in the same – or worse – state as you found them. Wellcome’s decision to hire someone new – for a limited time and quickly – could have bruised egos, causing further unnecessary conflict. With this kind of appointment, interview processes are typically faster and much more perfunctory. Companies aim to fill most contract roles within two or three weeks, so to the existing team it can seem that you’ve appeared out of nowhere, with people not necessarily expecting your arrival! At Wellcome, we minimised this risk on both sides by using clear communication and boundaries to avoid a sense of confusion or panic. Before the contract started, the hiring team had defined the project scope clearly. Even though – as with many product definition roles – there was a huge amount of uncertainty, the hiring team had taken the time to try to agree some goals and expectations. They had also primed the leadership on the clear focus of the new product. Having clarity of purpose helped to avoid a lot of unnecessary angst. As a result, I was welcomed with open arms because the organisation was already on board with the need for someone to hit the ground running. When I arrived, I could introduce myself with a clear remit and a positive sense of coming in to support the organisation’s goals, by creating this new and exciting product experience. “Will I Have Less Autonomy and More Stress?” Calum: I was worried a contractor would take a short-term mindset, prioritising new features, with any work to maintain the platform being de-prioritised or pushed over to the other product team. Instead, it made it possible to dedicate a healthy proportion of time to maintenance while not compromising the new and interesting work. Being a contractor doesn’t remove the responsibility for long-term product stability and growth. Regardless of who is managing them, having two teams rather than one creates more flexibility. At any given time, one team will likely be in a better position than the other to jump on an urgent bug fix or make technical improvements. But this regularly shifts, and over the course of a few months, it evens out. Our Conclusion? Face your Fears The potential issues in working with or working as a contract product manager are just the same as any product management role. By approaching any negotiations with mixture of pragmatism and generosity, we ensured that both teams had a fair balance of work, a sensible eye on future stability and the sense of excitement and momentum that comes with doing something new. If anything, product managers have a skill set better suited than many to a contract role – you are able to get stuck in, survey the current landscape without organisational bias, and find a way to make positive things happen. And working alongside the contractor, permanent product managers can help with a deeper understanding of how the organisation works and how to get things done. It’s given us the best of both worlds: a combination of contract and permanent product perspectives leading meaningful digital change. The post Is Contract Product Management as Scary as it Sounds? appeared first on Mind the Product.

#4   50%      0
How to Transition From Excel Reports to Business Intelligence Tools

Jan 11 6:02:02 by

If you are one of those people manually creating reports using Excel, you know it can be overwhelming to meet the organizational expectations for quality, insights, and velocity. The business demands of twenty-first-century data analysis using twentieth-century tools are the root of too much pain and frustration.  If you decided to do a little research on the latest and greatest alternatives, you quickly see how many tools exist to solve those challenges. Reviewing the options you think, “Hurray! This is going to be a snap. These tools make it seem so easy!” Next, you decide to take the plunge with a trial of a preferred tool like Tableau, Microsoft Power BI, Looker, Amazon QuickSight, or Google Data Studio. 

#5   68%      2
Building Inclusivity: How to Create More Inclusive User Onboarding

Dec 18 18:43:04 by

You want your workplace to be inclusive. Shouldn't your product be, too? Val Geisler explores why inclusivity in user onboarding matters (hint: it's good for your customers and it's good for business), and 6 ways you can build a more inclusive onboarding experience to improve your product.

#6   12%      2
The 6 SaaS Growth Metrics That Matter

Dec 11 21:44:05 by

When you're trying to grow a SaaS company, and measuring growth, traditional business metrics don't always cut it. Here we look at the 6 SaaS growth metrics that you should be tracking—including CAC, LTV, and churn—and what to do with the data to improve the health of your software company.

#7   31%      1
Workforce management solution Quinyx raises further $25M

Jan 15 12:23:26 by

Quinyx, the cloud-based workforce management solution, has raised a further $25 million in funding. The investment was led by the startup’s existing investors Alfvén & Didrikson, Battery Ventures, and Zobito. Founded in 2005 by Erik Fjellborg, Quinyx’s CEO, after he spent the summer working at McDonald’s, the company’s workforce management software helps businesses of all sizes manage employee scheduling, communication, task-management and payroll integration. Quinyx’s core focus is shift-based or ‘flexible’ workers, including but not limited to those operating in the fast-food industry. Clients include McDonald’s, London City Airport, Burger King, Rituals, Swarovski, IHG, and Boots. I’m told that more recent wins include Daniel Wellington, and Odeon Cinemas Group. The software’s feature-set includes scheduling, shift planning and swapping, timesheet functionality via workers checking in using Quinyx’s mobile apps, and budget forecasting. To give you a better idea of the company’s scale: it currently has close to 500,000 employees on its platform. Its core customer base is in Europe, and Quinyx has offices in U.K., Sweden, Finland, Germany, Norway, Denmark and the Netherlands. Meanwhile, the global workforce management market is estimated to be worth $2.4 billion overall. To that end, Quinyx says the new funding will be used to further accelerate Quinyx’s roll-out of “innovative features and new AI technologies” that will automate and streamline workforce management processes. This will include developing and embedding new technologies into the platforms “to unlock the full potential of the flexible workforce,” says Fjellborg. Adds Michael Brown, general partner of Battery Ventures: “Having joined the board at Quinyx when we invested in the company last year, I’ve seen first-hand the ambition and drive Erik and his team have shown in going after this large market. Quinyx has made significant progress in the last year by continuing to focus on the strength of its technology. This new investment will help take Quinyx’s business to the next level”.

#8   57%      0