Business Strategy for Product Managers: Market Entry Strategies


  Parth Detroja
Aditya Agashe Parth Detroja
Product Manager and Bestselling Author Program Manager and Bestselling Author
Facebook Microsoft

As Product Managers, we want to build great products. However, to be a great PM, you have to evaluate when and how to best enter a market (if at all). Without a strategy, your company will cease to exist.
Exceptional Product Managers know how and when to use the follow arsenal of buying, building, or borrowing rather than blinding jumping to building. A primary focus of the workshop will be around helping participants understand the business strategy required to know when one should build vs borrow vs buy.
The workshop will consist of three twenty-minute sections. In the first session, we will teach strategic frameworks for making crucial business strategy decisions. The second section will consist of interactive case study discussions in which we challenge participants to apply the frameworks they just learned to break down how major companies like Microsoft, Facebook, and Google have used build, borrow, and buy strategies to meet their business goals. In the final twenty-minute section, we will have participants break off into smaller groups and discuss whether a build, borrow, or buy strategy would make the most strategic sense for a given scenario (e.g. Amazon wants to enter ride-sharing). We will conclude by sharing our thoughts on what the most realistic go-to-market strategy would be for the given scenarios.

The Scientific Method: Hypothesis-Driven Product Management

Vijay Rangarajan
Product Lead, Facebook Business Platform

At the heart of a great product is unique value that the product delivers to customers. However, the path to get there is often riddled with unknowns – who is the customer, what are the most useful features etc. Every product team starts with assumptions for these but often go too far into shipping a product before understanding if their assumptions were right.
The scientific method of product management can help break down these assumptions into specific hypotheses that product teams can quickly validate and learn to make their products more valuable. This is how some of the best products have been built.
In this session, come learn about how you can use hypothesis-driven product development in your day-to-day work – best practices, success and failure stories!


Operating Models that Drive Successful Product Organisations


Teresa Leighty                                                                                          Martina Hodges-Schell
Managing Director Organisational Transformation                       Global Head of Product Design
Bushido Consulting                                                                                 Pivotal Labs

Join us for a closer look at how your organisation’s operating model is supporting or challenging, your product teams’ success. As product management has taken on a more strategic role in companies, leaders need to consider the best operating model – organisational structure, process and culture – to drive value. We will share insights and criteria to help you consider the operating model that will transform your product management capability. In working with Fortune 50 companies across the US, Europe and Asia, we’ve observed organisational challenges on the path to creating a successful product management practice. We see companies struggle with introducing and maintaining cross-disciplinary product teams that can innovate at speed and deliver impact. Often this progress is hampered by how PM is structured in relation to other functions and how success is measured and incentives are awarded. We will share insights from our work transforming operating models to create high performing product organisations.