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Showing posts from April, 2014

Priciples Based on Numbers: 10, 3, 80/20, 100-50-10K, %

I have noticed that  I have started using number principles in my thinking process a lot. I don’t know if there is a real name for this, but I am just calling it the ‘number principles’.
The 10 Model There is something magical about the number 10, and there is so much content written in 10 format: Top Ten, Ten Things You Should Know, Worst Ten, 10 Questions, etc. Anytime I see an article or piece of content that is “Ten something..”, I am usually very attracted to it. At Evolve Discovery, I wrote this 10 Questions to Ask eDiscovery Vendor as part of the education library.
The 3 Model This one I probably use every hour. It comes from consulting model, where you should always have 3 options, suggestions, ideas, thoughts, etc. For me, it’s a matter of simplifying and focusing on the main items.
Proportion Rules The famous Pareto rule of 80/20, which is the idea of 80% of outcomes come from 20% of the inputs. There are many examples of this rule i.e. 80% of your revenue comes from 20% of your …

42 Rules of Product Management, Brian Lawley

I have worked on few product development projects before, but right now I am very involved in a hosting product development effort where I work, Internet Brands. Couple years ago, I bought this book on my nook called “42 Rules of Product Management” that I never read. Lately, I have picked up during my travels, and have been learning a lot from this book about product management. It didn’t interest me as much when I started reading it before, but it’s definitely a good read now -- there is a right time for everything.
42 Rules of Product Management Author: Brian Lawley
1: Rules are meant to be broken 2: Work on products that you are passionate about 3: Beware the ‘requirements death spiral’ 4: Think like entrepreneur 5: Learn to say ‘no’ to customers 6: Product management is inherently polictical 7: There is a fine line between knowing it all and know-it-all 8: Market research must be actionable 9: The two-week rule 10: Market needs, not individual requests 11: No surprises 12: Be data-drive…

Customer Services & Support - 5 Ps and Measurement Framework

As I am working on building and developing my Customer Services & Support group for hosting, I have been doing some research, and I came across this great article from Zendesk

The 5Ps to measure and build: 
1) People - tasks, roles, and responsibilities well defined 
2) Process - day-to-day activities with maturity of process and consistency in execution 
3) Products - technical tools 
4) Partners - internal and external suppliers that support the system 
5) Performance - value to the organization 

Measurement Framework:
1) Critical Success Factors (CSF): something that needs to be met or true to achieve your goals
2) Key Performance Indicators (KPI): “chosen“ metrics that measure actual performance to 
determine the state of CSF. Four vectors include quantity, quality, timeliness, and compliance
3) Activity Measures: provide knowledge on the production

Examples:
Number of new incidents/requests logged 
Number of incidents/requests by priority 
Number of incidents/requests by category 
Number o…

Success Iceberg

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I came across this amazing image on LinkedIn about Success, which is very true and well portrayed. A picture, indeed, speaks a thousand words.


Pragmatic Marketing

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Few years ago (VSS Monitoring years), I found this Pragmatic Marketing framework that provides standard language for product marketing. It's a great model for the marketing and product development team to use to launch and manage products. 

There is an entire coursework and certification around this process, and a lot of great resources on the website.







Strategic Marketing Process eBook

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When I started my career in Marketing at VSS Monitoring, I came across this great eBook for marketing that was very helpful. It includes 29 marketing subjects that are categorized in three main categories: 
1) Develop Your Strategy 
2) Create Tools & Processes 
3) Generate & Manage Customers

Here is the complete eBook that goes into more detail on each one, and provides key concepts and steps for each subject: Strategic Marketing Process eBook by Don Peterson








Majors & Career Overview

This is a very cool website that provides some very good information on area, employer, and information/strategies by different majors. 

What Can I Do With my Major?


Death by Meeting

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At Evolve, Andy read this great book called "Death by Meeting", and he had the senior staff read it, so we could deploy a similar model. He and I took lead on using this model to manage meetings at Evolve. It's a great book and provides a good structure for meetings within an organization. We even got to a point when we started calling our meetings DBM. I love the comparison of the meeting type to television.
Death by Meetings The daily check-in - a daily huddle to know activities and objectives of team members for the day. "News"
The weekly tactical meeting - consists of three parts: (1) a lightning round of weekly priorities; (2) a progress review to see status of pre-determined key metrics; and (3) the real-time agenda that comes out of information learned in the previous two parts of the meeting. "TV Show"
The monthly strategic meeting - significant time should be allocated to examining and planning the strategic future of the organization. Prior to t…

MBA: Management Theory & Communications - Personal Management Case Study

In this class, we went through the whole Becoming a Master Manager: A Competing Values Approach text book to learn about all the eight roles of manager as wells the three competencies within each role.  At the end, we did a personal management case study; here is the cliff notes version of the my personal case study. 
My Johari Window
Open: Good communicator, open and approachable, and organized
Blind: Indecisive, too focused, and too organized/structured 
Hidden: Strong headed and stubborn
Unknown: Management ability

Objectives

overview of management process from theoretical and practical perspectivelearn sound management concepts and practice of concept in a changing management worldcommunication with audience in variety of channel mediums and formatsexamine internal and external impacting manager’s responsibilitydevelop approached for “effective management” keeping stakeholders and organizational goals in mindFive Major Learnings 1) Managing in New Career article 2) Master manager roles con…

MBA: Team Dynamics - Cases Structure and Guidelines

In my MBA, we were required to take a "Team Dynamics" course that entailed doing management cases in different forms: Brief Form Format and Long Format. 


Brief Case Format Case Name
Central Issue: In what ways might I....

Recommended Course of Action: Listing of possible alternative actions which could be taken
Significant Factors:
Communication, External influences, Facilities and equipment, Finance, Human Behavior, Management style,Marketing, Mission, Objectives, Organizational Structure, Personnel, Policies, Processes, Production, Products and services, Raw materials, Resources
Long Case Format Case Name
Central Issue: must be specific to the content of the case. Start with "How to...." or "In what ways might I...". 
Recommended Course of Action: outline of action to be taken.  
Basis for Recommendation: summarize the important reasons for selecting this recommended course of action instead of the others listed in the Reasonable Alternatives section. 
Reasonable A…

Reflection on Management / Leadership

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In the past few days, I have been thinking a lot about how much I have evolved as a manager. I think I am mostly coming to realize this as I am managing managers who have the same qualities and traits that I use to have few years ago, which revolves a lot around micromanagement. Every manager goes through the ‘micro-manager’ phase at some point in their career, and in most cases it’s at the early stage of their management career.

I am not sure if it’s a maturity thing, age thing, experience thing or the position I am in that my management style has significantly changed from being a micro-manager to being a leader, and I can see and feel that difference in my thinking and execution.

I have learned a lot about management and leadership in MBA school, in work place, reading books and articles, talking to people, etc. so here is a very small inventory of the leanings and concepts. 

Becoming a Master Manager: A Competing Values Approach (from  Quinn R.E. et al. 1996). This is a management mo…