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The motivational trap in Product Teams (and the organization around it)
Agile
Peter Lindberg

The motivational trap in Product Teams (and the organization around it)

Exploring the motivational trap in product teams, discussing the lack of motivation, the importance of purpose, mastery, and autonomy as intrinsic motivators, and strategies for overcoming cognitive load. It emphasizes the significance of these factors in promoting team motivation and unlocking the potential of product teams.

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Escape product anti-patterns to create more value
Product Management
David Pereira

Escape product anti-patterns to create more value

By challenging the status quo, embracing change, and prioritizing value creation over feature delivery, you can become the hero of your own product management journey and drive meaningful change in your organization.

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I own this! Get over your ego
Team collaboration
Thomas Gläser

I own this! Get over your ego

Every relationship is individual, that's why teams need to clarify HOW they want to collaborate

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Why Product Discovery Trainings Suck
Training
Jan Kiekeben

Why Product Discovery Trainings Suck

What we UX professionals can do to flex our muscles for learning and experimentation

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Getting Started with Collaborative Product Discovery
Product Discovery
Niko Noll

Getting Started with Collaborative Product Discovery

Product Discovery is not a solo exercise, but a team sport that should include both the entire product trio, but also stakeholders.

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Empathy in Business
Product Research
Julie Søgaard

Empathy in Business

When a customer research team serves more than just product. On the importance of empathy in business and how to bring together humans, technology, and design thinking to create a customer-centric approach

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Framing initiatives to rally your organization
Stakeholder management
Kasper Kure Larsen

Framing initiatives to rally your organization

By framing a in the context of the business problem it solves and each of its intended audiences, product managers can make it more relatable and exciting.

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How to use your roadmap to align prioritisation
Stakeholder management
Clara Mai Kunstmann

How to use your roadmap to align prioritisation

The gap between management and product developers can be bridged by focusing on similarities in motivations and creating a shared, positive vision.

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Prioritisation and rallying your organisation at Pleo
Prioritization
Kasper Kure Larsen

Prioritisation and rallying your organisation at Pleo

Prioritization is a recurring activity that requires balancing stakeholder needs, company direction, and key priorities while considering various variables and context, and must be effectively communicated to a diverse audience using tailored approaches.

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Solving the whole cube
Stakeholder management
Tom Greever

Solving the whole cube

The ability to communicate design solutions effectively is crucial for successful product design leadership and more important than the ability to create a perfect solution. outcomes.

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Presenting your work
Stakeholder management
Joachim Blicher

Presenting your work

Building a persuasive strategy in product and marketing requires three steps: planning outcome, preparing evidence, and presenting the argument. Plan by considering the outcome and objections, gather evidence and present the argument in the best method for the audience and goals.

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Culture eats Product Strategy for Breakfast
Culture
Thamsanqa Moyo

Culture eats Product Strategy for Breakfast

The importance of aligning company culture with product strategy and provides two ways to do so, structure people's time and lean into company values, in order to effectively implement strategies and achieve goals.

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Building better teams through peer leadership
Leadership
Anders Kring

Building better teams through peer leadership

Discover how peer leadership can increase engagement and productivity during times of rapid growth by empowering team members to take on leadership roles and responsibilities rather than relying on traditional management structures. How do you manage suddenly having 30-40 references as a leader?

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Deploying Product Vision and Strategy at Lenus eHealth
Product Strategy
Magnus Christenssonn

Deploying Product Vision and Strategy at Lenus eHealth

Same game, different rules? When the founder vision is only 20% complete, you need to work on the remaining 80%. How do we create alignment around product strategy when we don't have time to foster bottom-up ownership? Or can we?

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Scaling and leading a design team in hypergrowth
Building a Team
Kasper Mathias Svendsen

Scaling and leading a design team in hypergrowth

On the challenges faced scaling the design team at the Lunar online bank from 3 to 16 over the course of 1,5 years.

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How to design a design team
Building a Team
Alberto Vitullo & Gudjon Stefansson

How to design a design team

Trust is a crucial element in the success of any team, and at Merkle, we prioritize it highly. We use a model called the triangle of trust to assess and understand our team members. The triangle consists of three corners – craft, team, and clients.

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Product Modeling (so OKRs don't suck)
Analytics & Metrics
Jacob de Lichtenberg

Product Modeling (so OKRs don't suck)

Without a product or growth model, your model often just defaults to revenue generation, sales, or profitability, which doesn't help much in either inspiring teams nor inspiring employees

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OKRs and Product Strategy in practice
OKRs
Anders Kragelund

OKRs and Product Strategy in practice

OKRs help set out a direction and allow organizational rhythms to align. It's a great tool for capturing the energy of the organization and starting a dialogue about the direction of the energy. OKRs help articulate the shared direction and help establish a cross-functional dialogue about outcomes.

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