Product Strategy - Discovering,

Developing, Managing, and

Marketing Products as a Business
Introductory Webinar
August 17, 2020

EXECUTIVE EDUCATION
Executive Education 1
Copyright Kellogg School of Management
Welcome

Jaclyn Goudie Pallavi Goodman Glenton Davis Tami Reiss

Associate Director of Online Product Manager Program Leader Program Leader
Programs. Executive Education Kellogg School of Management
Kellogg School of Management

Copyright Kellogg School of Management 2

Today’s Agenda
• Introductions

• Thinking Like a Product Leader

• The Learning Experience

• Questions and Answers

Copyright Kellogg School of Management 3

Question and Answers

1. Please enter all questions in the Q&A box only.

Messages in the Chat box may not be noticed by
today’s panelists

1. Please be sure to give your feedback on this

webinar session. A survey link will appear in the
chat box, and your feedback would be greatly
appreciated!

Copyright Kellogg School of Management 4

Professor Mohanbir Sawhney
• Global scholar, teacher, consultant,
and speaker in business innovation,
modern marketing, and enterprise
analytics.

• Published 7 books. His most recent

book, The Sentient Enterprise, was on
the WSJ bestseller list

• Consults to: Microsoft, Facebook,

Sony, Adobe, Boeing, Dell, Honeywell,
Cisco, Nissan, Goldman Sachs,
Dupont, Johnson & Johnson,
Salesforce, and others.

Copyright Kellogg School of Management 5

 Meet Your Program Leaders

Ray Choi Montoya Trice

Senior Manager of Glenton Davis Business Development
Product Management at Senior Business Manager at Crown
Salesforce Development & Castle
Strategy Manager at
Microsoft

Juan Tenaillon Shobhit Chugh Tami Reiss

Senior Product Product Manager at SVP Product Strategy
Manager at Care.com Google at Produx Labs

Copyright Kellogg School of Management 6

About you: Geographical representation
Top 5 Countries:
1. U.S.
2. Canada
3. U.K.
4. Singapore
5. India

Copyright Kellogg School of Management 7

About you: Years of Experience

Copyright Kellogg School of Management 8

About you: Industry Background (Top 5)

Copyright Kellogg School of Management 9

What is your motivation for
joining this program?

(Enter your response in the chat

box. Be sure to share with both
panelists and attendees)

Copyright Kellogg School of Management 10

Product Strategy @Kellogg

Copyright Kellogg School of Management

 To educate, equip and inspire growth-minded leaders
Kellogg School Mission who build strong organizations and wisely leverage the
power of markets to create lasting value.

Copyright Kellogg School of Management

 Why Study Product Strategy with Kellogg?

• Top-Ranked US Business School

with leadership position in General
Management
• Strong connection with Tech
Entrepreneurial community and
with Big Tech companies (Tech is
the #1 career path for Kellogg
MBAs).
• This course is based on an in-class
Product Management course taught
for 10 years at Kellogg with all-
original materials

Copyright Kellogg School of Management 13

 Thinking Like a Product Leader

© 2019 Mohan Sawhney Copyright Kellogg School of Management

 Using your Time
Effectively

Becoming a Product
Outline Leader

Learning great Product

Leader Behaviors

Copyright Kellogg School of Management 15

“Your decisions about
allocating your personal
time, energy, and talent
ultimately shape your
life’s strategy.”

16
Copyright Kellogg School of Management
The Calendar Audit

The objective of the calendar audit is to be more mindful

of how you spend your time and to become more
productive by improving the alignment between your
time allocation and your job priorities.
Alignment
How you What you
Spend your want to
Time accomplish

Copyright Kellogg School of Management 17

Steps in Conducting a Calendar Audit

Define Measure Improve

DEFINE PRIORITIES
Goal 1: Intended time commitment
Goal 2: Intended time commitment
Goal 3: Intended time commitment
MEASURE ALLOCATION TAKE CORRECTIVE ACTION
Goal 1: Goal 1: Action
• Intended time commitment Goal 2: Action
• Actual time spent Goal 3: Action
Goal 2:
• Intended time commitment
• Actual time spent
Goal 3:
• Intended time commitment
• Actual time spent

Copyright Kellogg School of Management 18

Calendar Audit Instructions
• Audit your calendar for H2 2020 (July 2020 to December 2020)
• Limit your audit to the time you spend at work (8 AM to 6 PM)
• Start by identifying 5 key priorities you had for H2 2020
• Write down your target for the total percentage of time you hoped to spend
on pursuing these priorities – (we will call this “strategic time”)
• Write down your target for the percentage of this “strategic time” that you
hoped to spend on each priority
• Now, look at the actual time you spent on work and designate each hour
as:
– Strategic time (time you spent directly on one of the 5 identified
priorities)
– Non-strategic time (time you spent on any other activity at work)
• For each strategic time slot, mark which of the 5 priorities you spent the
time on
• Create a table that summarizes your analysis
• Write down your key take-aways in terms of the differences between how
you hoped to spend your time and how you actually spent your time

Copyright Kellogg School of Management 19

Format of your output

Priority Target Time Allocated Actual Time Allocated Actual Time/Target

Days % of Total Days % of Total Time
1
2
3
4
5
NON-STRATEGIC
TIME
TOTAL TIME 100% 100% 1.0

Copyright Kellogg School of Management 20

My Calendar Audit: Strategic Priorities for H2

1 2 3 4 5
TEACHING: Teach 2 RESEARCH/WRITIN COURSE ADVISORY: Advise SPEAKING: Conduct
Executive G: Write at least 1 DEVELOPMENT: and consult for 6 high-profile
Education Courses journal article, 1 Develop and launch corporate clients speaking
(India and Hong case study and 6 two new online and technology engagements
Kong) short articles for executive courses startup companies globally
Forbes on Digital
Marketing and
Product
Management

Copyright Kellogg School of Management 21

My Calendar Audit: Time Allocation Targets

Priority Target Time Allocated Actual Time Allocated Actual Time/Target

Days % of Total Days % of Total Time
1. Teaching 24 20%
2. Writing 12 10%
3. Course 24 20%
Development
4. Advisory 12 10%
5. Speaking 12 10%
NON-STRATEGIC 36 30%
TIME
TOTAL TIME 120 100% 100% 1.0

Copyright Kellogg School of Management 22

My Calendar Audit: Actual time Allocated

Priority Target Time Allocated Actual Time Allocated Actual Time/Target

Days % of Total Days % of Total Time
1. Teaching 24 20% 24 20% 1.0
2. Writing 12 10% 6 5% 0.5
3. Course 24 20% 18 15% 0.75
Development
4. Advisory 12 10% 18 15% 1.5
5. Speaking 12 10% 6 5% 0.5
NON-STRATEGIC 36 30% 48 40% 1.33
TIME
TOTAL TIME 120 100% 120 100% 1.0

Copyright Kellogg School of Management 23

My Calendar Audit: Conclusions
Take-Aways

• Non-strategic time was higher than expected due to student advising, administrative
responsibilities, meetings and mentoring
• This took away from the strategic time I needed to allocate to writing
• Within strategic time, I spent more time than anticipated on advisory work due to more client
projects than expected

Corrective Actions

• Find more time to allocate to writing and research by reducing administrative commitments
• Leverage and enhance capacity for writing by working with freelance writers who can write first
drafts
• Enhance course development capacity by hiring a Research Assistant to conduct background
research

Copyright Kellogg School of Management 24

 Using your Time
Effectively

Becoming a Product
Outline Leader

Learning great Product

Leader Behaviors

Copyright Kellogg School of Management 25

 From Specialist to
Generalist

From Doer to From Tactician to

Delegator Strategist
6 Transitions
in Becoming
a Product
Leader From Warrior to From Analyst to
Diplomat Integrator

From Problem-
Solver to Agenda-
Setter

Copyright Kellogg School of Management 26

Becoming a Product Leader: Letting Go and Adding On

Copyright Kellogg School of Management 27

 Using your Time
Effectively

Becoming a Product
Outline Leader

Learning great Product

Leader Behaviors

Copyright Kellogg School of Management 28

 • Beyond the product to the
experience: Product leaders
understand that a product is the
end-to-end customer experience.
Anything that affects the experience
or service that you are offering is
Going beyond •
part of the product.
Beyond the company to the
a Product ecosystem: Product leaders
understand the internal and external
ecosystem in which their product
Manager operates and the levers they need to
pull within the ecosystem. They
must understand the web of
partnerships that allows their
product to be discovered and to
exist both technically and financially.

Copyright Kellogg School of Management 29

 1. Be brave: Do what you think is right without
managing up.
2. Recognize contributions: Celebrate goals,
celebrate progress, celebrate intelligent
7 Habits of 3.
failure.
Be strategic: Balance short-term with long-
Successful 4.
term, set priorities and focus
Be customer-centric: Spend time in the
General 5.
field, advocate for customers.
Inspect what you expect: Set clear
Managers expectations and objective measurements.
6. Inspire passion: Worthwhile goals, clear
sense of purpose
7. Lead by example: Take risks, be humble, be
empathetic

30

Copyright Kellogg School of Management

 Summary
1. Use your time effectively
through prioritization and
focus
2. Be conscious of the 6
transitions as you grow
into a Product Leader
3. Embrace the 7 Habits of
successful Product
Leaders
Copyright Kellogg School of Management 31
Your Learning Journey

Copyright Kellogg School of Management 32

The Learning Experience

Copyright Kellogg School of Management

What to expect each week
Convenient and interactive learning experience
• Brief 5-10 min video segments

• Time commitment: 4-6 hours

per week. 8 weeks of content

• Quizzes, Peer discussions,

and opinion polls

• Assignments with practical

applications

Copyright Kellogg School of Management 34

What to expect each week:
Subject Matter Experts to provide guidance
• Frequent communications
from program leaders to
guide you through the
experience

• Assignment feedback
*if submitted on time

• Online office hours for Q&A

• Moderated discussions for a

more engaging experience

Copyright Kellogg School of Management 35

Online Interactions with Professor Sawhney
Live Faculty Webinars

• Opportunities to dive
deeper into topics

• Chances to ask questions

to faculty

• Sessions customized
around current events,
your interests, and course
feedback

Copyright Kellogg School of Management 36

Recommendations
Stay up to date
● Calendar and block off study time
● Don’t cram – pace yourself

Interact with classmates

● Take advantage of the discussion boards to share and learn with your classmates
● Be proactive and reach out to the support team if you are falling behind or have any other
concerns or challenges

Put it into practice

● The more you apply program takeaways and lessons, the more you’ll learn, and the more you
will benefit

Copyright Kellogg School of Management 37

Faculty Webinars
Time
Week Topic/Presenters Date
(UTC)

Introductory webinar
1 Monday, August 17 2 PM
Jaclyn Goudie and Pallavi Goodman

Q&A Session
3 Friday, September 4 2 PM
Prof. Mohan Sawhney

Wednesday,
4 Business Model 2 PM
September 9

Program wrap-up Wednesday, October

8 2 PM
Prof. Mohan Sawhney 14

Copyright Kellogg School of Management 38

Program Leader Office Hours

Week Date Time (UTC)

2 Tuesday, September 1 1:30 PM Topics covered:

- Course content
Tuesday, September - Assignments
5 10:00 PM
22 - Q+A
- Feedback
Tuesday, September
6 1:30 PM
22

7 Tuesday, October 6 10:00 PM

Copyright Kellogg School of Management 39

NEW ADDITION: Networking!

Week Date Time (UTC)

1 Tuesday, August 25 4:30 PM

Copyright Kellogg School of Management 40

Getting the best from the
Learning Platform

Co
pyri
Copyright Kellogg School of Management ght
 Managing Program Notifications

1. Click
‘Account’

2. Click
‘Notifications’

Copyright 2020
Copyright Kellogg School of Management 42
Changing Program Notifications

You can segment

your notifications
preferences by
email or SMS.
Additional email
addresses and
mobile numbers
can be added in
the ‘Settings’ tab

Copyright 2020
Copyright Kellogg School of Management 43
 Setting Canvas to your designated Time Zone
• Select “Edit Settings” (circled)
• Select “Time Zone” – here you can select the time zone you are in
• Select “Update Settings”

Copyright Kellogg School of Management 44

 Setting Canvas to your designated Time Zone
• Once identifying your time zone – due dates within the learning platform will update to reflect your
time zone in ‘Local time’
• ‘Course time’ reflects UTC as well as announcements that are shared about the course will reflect
UTC.
• Example below shows update in EST.

Copyright Kellogg School of Management 45

 Where to find Webinar/Office Hour Schedule

• Please check Office Hours/Webinars tab in Canvas for scheduled dates and times.
• Recordings of the sessions will be made available within 24 hours following the session located in the Office Hours/Webinars tab.
• New modules are released every Thursday

Copyright Kellogg School of Management 46

 Syncing your Calendar with the Canvas Calendar

Sync Your Calendar

with Canvas Calendar

Click for Link to

Zoom

Copyright Kellogg School of Management

 1. Modules
tab

Getting Help

2. FAQs
3c. Submit a
support request
3b. Search
keywords
3a. Browse by
common topics

3. Support tab

Copyright Kellogg School of Management

 Submit a Support
1. Fill in required fields

Request
2. Select a topic:

Content related issues

Technical issues
Enrollment issues

3. Write a brief
description

3a. Attach files (if

needed)
You will receive a response from the appropriate party shortly
after submitting a request
4. Submit

Copyright Kellogg School of Management

Canvas Mobile App “Canvas Student”

1. Search for and download “Canvas Student” app

for iOS or Android
2. Select “Find My School”
3. Enter “student.emeritus.org” into the search field
and press “go”.
4. Wait up to 10 seconds for the login page to
display, then you’ll enter your student
credentials.

Copyright 2020
Copyright Kellogg School of Management 50
Questions???

51
Copyright Kellogg School of Management