Product Leadership

Proactive Risk Management's unique approach provides a model of risk that is scalable to any size project or program and easily deployable into any product development or project management life cycle. It offers methods for identifying drivers (causes) of risks so you can manage root causes rather than the symptoms of risks. Providing you with an appropriate quantification of the key factors of a risk allows you to prioritize those risks without introducing errors that render the numbers meaningless.

This book is for salespersons to get better at their trade. Joseph M. Clarke has been a successful salesman and has an exemplary record. He wants others to understand that the sales process involves an understanding of the customer.

Great leaders aren't born. They're nurtured. In Peanut Butter Principles: 47 Leadership Lessons Every Parent Should Teach Their Kids, entrepreneur, speaker, author, management consultant and parent Eric Franklin has assembled a wealth of wisdom that has stuck with him like peanut butter sticks to the roof of your mouth gleaned from his parents, extended family; and the many other influential people in his life.

Many business leaders don’t know how to get out of their own way. In Quit Repeating Yourself, author Jaime Jay shares how he built a seven-figure business by focusing on the power of creating systems and processes so he could stop doing the wrong things and focus on doing his best work. After other business professionals kept asking him to explain what he was doing differently, Jay compiled his best strategies and systems, hoping readers could learn from his successes and his mistakes. Through personal stories and professional examples, he teaches leaders how to build a strong company ...

Leaderology defines the beginning of the Renaissance period in modern management and leadership while helping leaders to reach a new level of success. Leaderology is a new approach to managing organizations in the new realities which identifies common and specific errors that arise in any business and to spot problems that distance it from customers and limit the company’s capacities early, and how to treat them before they threaten the business itself.

Ciertos errores pueden llevar a la ruina a empresas y propietarios, y hacer daño a la sociedad en general. También los fallos forman parte de la historia de los negocios. Y es buena idea que los directores conozcan esa historia, de modo de no repetirla. Dividido en cinco apartados (errores y omisiones en el área de dirección general y estrategia, de finanzas y administración, en el área comercial, en el área de factor humano, en el área de operaciones), este libro claro, ameno y cercano presenta una serie de errores comunes pero que se pueden evitar, recogidos por Luis Castañeda, experto en rehabilitar empresas.

How did Ford Motors use Lean development to pull off one of the most impressive corporate turnarounds in history? Largely by avoiding the mistakes that so many companies make when in a death spiral. They looked beyond manufacturing efficiency to change the very fundamentals of how they developed vehicles. In Designing the Future, Lean product development expert James Morgan and world-renowned Lean guru Jeffrey K. Liker reveal why so many companies have achieved only moderate success with Lean in operations, with a limited impact on their overall business.

Agile doesn’t just change how teams work. It also changes how teams are led. Agile requires a radically different approach to leadership, one that puts business, design, and engineering at equal levels - where they must work as peers. This is called "lateral leadership", but it creates a challenge for roles like product management. Agile leadership requires teams to align around a committed vision and support it in the best possible way without formal authority.

Introducing Guardrailing, a nontraditional method for creatively and authentically guiding your vision, team, and company from concept to successful exit. Author Michael Bush draws from his experience as a consultant, strategic planning expert, and former CEO of Ganeden, a prominent player in the probiotics industry, to share his simple strategy for aligning your business with the values and spirit of the wellness revolution— to help you reach your ultimate destination while fostering a new era of conscious leadership.

At first, Taiichi Ohno, who helped create the Toyota Production System, didn't want to write it down because he was afraid people would only pay attention to the tools and theories. When he finally wrote it down, he described it as a house because a house can be considered as a system. If you remove any supports holding up the roof, the roof and everything connected to it will fall down. One of the students of Ohno said that Toyota made a mistake when they named it the Toyota Production System. Instead, Toyota should have named it the Thinking Production System because the main purpose was ...

Andon is a system that alerts people to problems before they happen, in order to make the process more efficient and prevent issues. In manufacturing, an andon is a system that tells managers, maintenance workers, and other employees about a problem with quality or the manufacturing process. But is this all that Andon being?Andon is a system that alerts people to problems before they happen, in order to make the process more efficient and prevent issues. In manufacturing, an andon is a system that tells managers, maintenance workers, and other employees about a problem with quality or the ...

Management has the important job of teaching and helping people get better. But they also need to give support, listen, motivate, give power, and give challenges. If you want people to do what you want them to do and do it well and passionately, you have to find the way to encourage and motivate them.

Genchi genbutsu is the Toyota way of thoroughly understanding a situation by personally observing and confirming information or data at the place where the situation is happening. For instance, when someone in charge is trying to figure out a problem, they will go to where the work is being done and watch how it's being done. They will also talk to the people doing the work to make sure the information is correct and to understand what's going on. They won't only trust information from a computer or from other people. This rule applies to both high-level leaders and lower-level supervisors....

Giving machines and operators the power to notice when something is wrong and quickly pause their work. This helps companies to increase quality at every step of the process and to have workers and machines work separately for better efficiency. Jidoka is a fundamental concept in the Toyota Production System, which is an important way of doing things in Toyota factories. It is one of the two main principles, along with just-in-time. Jidoka is a system that helps identify problems quickly because if a problem happens, work immediately stops. This helps make things better and prevents ...

The most important thing in standardized work is finding a balance between giving employees strict rules to follow and allowing them to be creative and come up with new ideas to consistently meet difficult goals like cost, quality, and delivery. The secret to finding the right balance depends on how standards are written and who helps create them.

One of the main difficulties for people practicing lean is trying to find a clear and direct link between doing something that aligns with lean principles and the financial advantage it brings. Toyota follows certain principles in regards to cost-benefit analysis (CBA) by making management decisions based on thinking about the financial impact in the long run rather than focusing on short-term gains.

TPS is a Thinking Production System rooted in leadership and a comprehensive set of principles, we can begin to fully appreciate its potential and apply it effectively in diverse industries and contexts. So, what exactly is TPS? It is a holistic approach to production that requires a shift in mindset and a deep understanding of the principles that drive its implementation. TPS is not limited to a specific industry or a set of rigid techniques. It is a philosophy that can be applied to any organization, regardless of its context or sector. There is a common misconception about the true ...

Silicon Valley venture capitalist and serial entrepreneur teaches how to succeed in taking your startup from idea to product to company. Accelerated Startup takes entrepreneurs through the startup minefield from fostering revolutionary ideas to building the right team and launching the product to raising angel and venture capital to finding the first 10,000 customers and ultimately taking the company to a successful exit.

What's Your Plan? provides a step-by-step guide to proactively planning a successful business model, implementing practical tools to take your business to the next level, and avoiding pitfalls along the way. You will learn from real clients and receive no-nonsense, hands-on advice to help you develop a profitable, successful, and resilient business to support your life and your dreams.

Some businesses have reduced staff and made resource cuts to survive the global economic downturn, while others have improved business practices and culture. Unfortunately, there is still a difference between successful and less successful businesses in terms of culture adaptability, people management, and process management. In organisations like Toyota, which, in contrast to its rivals, has a mindset of process improvement, culture drives competitive advantage. Other businesses might benefit from Toyota's teachings by changing their routines for behaving and thinking in order to increase ...