How's everyone feeling after lunch? Cobcoma I can relate that's why I was doing some stretches just now If anyone wants to stand up and stretch a little bit. I want to object. In fact, I encourage you to do so Thank you so much for having me. I look forward to sharing a bit about how we can rewild agile Great on us taking the lead leading the change Yeah Wonderful, I was wondering how I should introduce myself because I am not actually an agile practitioner Although I did take my certified scrum master during the height of the lockdown Of you know the pandemic in Singapore The government gave us I think $500 worth of credits on the skills upgrading portal and I went online and thought and saw Just about every listing that was relevant to me had agile in it Agile marketing business agility, then I saw certified scrum master that I thought okay That's normally quite expensive. So if I can get some government money to do it. I will do it. So that is my Background Into the world of agile although working at Contra Fedge with Dave Snowden We have always been you know adjacent to agile and Kenevan is pretty well diffused into the agile world by now and Wondering how I should introduce myself I did I came across this quote in a blog by David Heinemeyer Hansen Who was the founder is the founder of base camp and 37 signals and now he writes a lot and He wrote quite recently 9th February is also hyperlinked on the slides later Is that it's easier to break the paradigms if you're not a meshed in them on the daily? And this is very very important to take note of This is what in complexity science. We call pattern entrainment Usually when you start in a new field on a new job, you don't you so everything is fresh You're looking at it with fresh eyes But as you get as you get entrained into the patterns the daily Routines of work it becomes more and more difficult to break those patterns So I wanted to introduce myself with this quote because I'm not an agile practitioner I don't consider myself an agile practitioner. However, what I've been doing for the past 14 14 years of my career is to help Organizations tackle their complex problems and by that we usually mean humans and human interactions So I'm hoping that what I'll share today will have broad applicability Not just an agile if you're an agile practitioner But also in general in the organizations that you work in and also beyond that possibly What is rewilding back to the topic? Rewilding aims to restore healthy ecosystems by creating wild biodiverse spaces that applies to ecology and this slide Usually it evokes a few laughs and people when they see it because on the left You see the ancestors of all the different pictures you see on the right and I love dogs I will say that she was I'm not my particular favorite. So apologies to anyone who loves Chihuahua's But it's an urban tale in my family of how I was chased by Chihuahua who is this small but absolutely Absolutely deserves the title of ankle biters because that's literally what they do So agile has been domesticated. It's been 20 plus years because the agile manifesto was signed about that long and Actually went back to read extreme programming for instance and other books and What they were talking about in those books is Essentially all about complexity. How do you? How do you look at all those interactions those individuals over processes the customer collaboration all of those human interactions? It is complex in nature And Right now we have these issues in the current state for anyone who attended the workshop day before yesterday called the future backwards We actually had different tables come up with describing the current state of agile and then to look at the future And the make one of the recurring themes I saw was how do we scale agile and agile is in a state of sclerosis, right? It's not as agile as it used to be and these are just some of the issues that we see is not exhaustive And it's not just an agile. I would say in almost any field you can find these issues for instance recipe users People see agile as a recipe they see scrum as a recipe you have and that leads to a certification racket you can have however many letters behind your name and people say okay, maybe you'll be good to hire because you have those letters over your name But the reality is as mentioned just now I took a three-day course and I can put CSM behind my name if I wanted to but actually I don't want to Because I've never actually had the experience of being a scrum coach of the team in an organization And this I just this is just a flavor of some of the issues that we are facing and also I Debate it putting the last point in because that could be slightly the wording could be slightly contentious But I couldn't find a better description religious adherence to your different To all the different, you know flavors and strands of thinking within software development and agile These are just some of the issues in the current state again non-exhaustive and you can find them in many other fields This is where we are at How I'd like to take you through this talk is to actually bring us back to basics I've actually removed the one about working software over documentation because I think that's fairly obvious I wanted to focus on these three y'all remember this. Don't you? Yeah, it's the first thing they teach you in just about any course I wanted to talk about individuals and interactions over processes and tools, but more specifically the individuals and interactions Anyone heard of Kinevin? Kinevin framework. Yeah Kinevin is a Welsh word that is Apparently very difficult to translate into English. I'm not Welsh. I spent four years in the UK specifically Wales It is loosely translated as the place of your multiple belongings What that means is that our? Upringing our ancestry where we grew up Where we went to school where we worked all of this Contributes to our overall identity The anyone recognize the backdrop of the slide Yeah, that's Singapore isn't it? It's so shiny Great photographer managed to capture it like a mirror. However. I wanted to show you this Same vantage point in 1960 the year my mother was born That is her Kinevin And it's also really starting to think that in 1960s when my parents when my parents were born. They were born as British subjects Starting to think that isn't it? I'm not sure. I mean probably quite a few of you here could relate to that as well But so much has changed from there to there But both of these are Kinevins in Singapore the place of your multiple belongings Where do people come from they come to you as fully-formed adults to your teams to your organizations? But somehow that is forgotten the moment they joined we Try to fit people as cards into a machine But we need to take a step back and realize that all of these multiple belongings Effect them and their identity and how they behave. We can't change that but we can try to understand and manage that But the Kinevin framework Quite familiar I think to anyone who's Watched any of our videos is a sense-making framework or decision-making framework. I love Fred's The way he frames it as for problem analysis I think in software dev especially that is a perfect description of what this framework can be used for The seminal article in 2007 in the Harvard Business Review Titles that titles Kinevin as the leaders framework for decision-making And I won't spend too much time on this because I want to give you really really practical tips and tricks for individuals and interactions over processes on the right side you have clear and complicated domains Those are audit systems. That's where you have things like bookkeeping Auditing it follows cause and effect you sense categorized respond data to data or you sense data Analyze it and respond we don't deal with that too much on the left hand side is where life gets really interesting In the chaotic domain No one really should stay there for too long because the energy cost is very high if you think about an emergency or Disaster response of fire the main thing to do to stabilize the system is to first act in it And then you sense all the different streams of data that's coming out and then you respond accordingly That is also the domain of novel practice because things that happen are so chaotic You may not necessarily have past experience to rely on to act in it So humans we really should not stay in chaotic for too long Where most of human interactions take place is in the complex domain. I like to say that when we're outside the workplace we don't Interact with our family and our friends as if we were in the office. We don't have KPIs We don't have objectives. We don't have project plans We just live our lives and we interact with each other as human beings Somehow that is lost the moment we step into an office. That's quite sad That's part of what rewilding is we need to take a step back and remember our humanity So in a complex domain You probe these are like multiple little experiments that you run in parallel Critically you sense the data that's coming out of it and then you respond accordingly and let's not forget that little Space in the middle called a peria or confusion where no one can decide where they're at A lot of people are disagreeing you can stay there or you can choose to move into a complex space so that's kind of an in a nutshell and Also a fantastic visual rendering of Kenevan by Martin Berg Just leave this here. You can look at it later I wanted to move on into customer collaboration to highlight customer collaboration over contract negotiation but really focusing more on collaboration and interactions and These are three methods based on Kenevan and complex system for increasing interactions and enhancing collaborations And this is something by the way, we don't just teach it. We actually use it Internally in our own organization, but also with clients whom we help And all this as you can as you have noticed by now have to do with how do you interact and manage? humans the first one we have is entangled trios Beyond pair programming. What can you do to introduce a third party to it? One thing we have done is to take a senior database or systems architect with a recent graduate from computer science and critically Someone who's trained to talk to users someone who understands users which is actually quite a unicorn in my in my experience It's quite hard to find these people and Then you get them get these trios you can form four to five trios of three And then put them onto the same problem and to see what what each trio comes up with and You'll actually find that every single trio comes up with different takes on the same problem And not just in programming you can do it in organizations as well in product and just about anything you can think of in a social Resilience project that we did in Wales. We actually did transgenerational intergenerational trios We got someone from an older generation with someone from in their grandchild's generation and someone in civil service of government So that they could look at social problems together in a very local context and be able to come up with a stream of solutions So it's not just in organizations or in programming. You can apply this to society as well Next is unarticulated needs mapping has anyone ever met a user who knew what they wanted or at least said they knew what they Wanted I see grins. I see chuckles Reality is very few of us actually know what we want at any given point in time Especially if you're put on the spot in a in a very artificial context Understanding your needs come from daily interactions from actually using a thing of actually being in an environmental context We cannot forget context one way we do unarticulated needs mapping is actually for users to keep a journal A daily journal just like how you might have kept a journal or diary when growing up About but in this case not about your day-to-day life But they are day-to-day interactions in the office or working on a product or across teams Because you can't articulate what you don't know It's not known to you yet But as it comes to you and if you make a note of it daily and then compare across teams You'll be much more effective in gathering and mapping all of those unarticulated needs and then at some point they become not Unarticulated actually become articulated so that you can then work on it say get an entangled trio to work on it Last thing well the third method that we use a lot is distributed ideation and feedback It means we need to increase the cognitive diversity of All the feedback that we're getting so not just one group of users who are quite homogenous But make it more heterogeneous look for different users with different perspectives a very An example we like to use Now distributed ideation and feedback is not the same as crowd sourcing for instance, although you can draw some parallels to that Example we like to use is farmers guessing the weight of a cow at a country fair None of these farmers will get the correct answer, but the average of all their guesses is Close about maybe five percent off from the actual weight of a cow and there are statistical and mathematical reasons for that I won't go into that, but you can look it up online. It is an actual thing What this means for us when we distribute ideation is to get a whole range of ideas From Mavericks from people who really think outside the box rather fit from from just your standard user groups What this does is that you can generate a lot of new ideas You can also throw and tangle trios at those ideas to start to develop and to look at different products Okay, how do we respond to change and I want to you know, you know, you had sessions on change. It's such such a huge topic I also help clients with change management and transformation and Every single time they say, you know, we have the systems We know what we're going to implement for instance SAP actually what we need help with is managing the people managing everyone's thoughts and feelings and emotions that they bring to the workplace Into a change management plan that is what's really tricky for them and What to do we have what we call the frozen to strategy or change has anyone watched frozen one the Disney movie great Frozen to the follow-up Okay, so the true heroine is the one without the magic the younger sister and then she sings the song When it was lost in the woods all I can do is do the next right thing because she doesn't know what to do She's lost in the woods. I hope never to be lost in the woods. Dave Snowden has taken me on mountain treks in Wales I survived but I imagine myself not having a guide not knowing what to do That's really scary, but all I could do to survive is to do the next right thing You really have to feel your way around when you want to respond to change over following a plan What you need to do is find what we call an adjacent possible What is the next most possible thing I can do for change and that answer is not Doesn't come to you in an hour It comes from interactions it comes from to go back to the previous slide on those methods It comes from working with entangled trios. It comes from getting distributed ideation and feedback That is how you can start to look for the adjacent possible and do the next right thing and It's extremely agile You have to be to adapt to change We have some heuristics for managing complexity. If you remember chefs versus recipe uses The first thing you can do is to optimize for granularity So Kent Beck wrote in extreme programming and I actually went and reread the book What's the smallest possible thing that could work? How do you decompose things into the smallest possible units that are coherent and then to recombine them Don't repeat not repeating them or aggregating those small things, but recombine them It is in the recombination of these small things that you find new patterns and break the old ones You also need to disintermediate decision-making what that means is to remove layers of interpretation and mediation from decision-makers to the users and the raw data which is usually in this case users and Then you need to distribute cognition It's quite similar to distributor ideation Get lots of people from different backgrounds to look at the same data in parallel without Consultation that's a very important thing so that they can give you a whole range of perspectives And you know that they have not talked to each other or colluded So I wanted to recap what can rewilding do for agile the concept of Taking us back to the roots. I read an article just a few days ago from in the Guardian and This man now 40 years old but as a boy in the south of England used to do free diving in the sea And when he was free diving as a boy It was the sea was the seabed was full of kelp and kelp is extremely important for marine biodiversity But now at his age at 40 that has mostly been dredged up from fishing trawlers And it's really really sad because it means that the sea is no longer as healthy as it used to be a marine life It's no longer as healthy as it used to be and what he has been doing in his garage on his own time And he's just an NHS technician. So he's not really very rich He is trying to breed algae so that he can go plant them in the seabed during winter Free diving from the shore in winter that that is to be applauded What he's doing is to rewild the seabed so that he can restore balance to the ecosystem Okay So what this means for agile is that we we need to restore these ecosystems to the point where they can take care of themselves We need to reconnect with who or what matters that means with each other and with our stories It also represents hope for the future of agile. I'm not gonna stand here and say that we know what the solution to Scaling agile is I mean we have saved when we have other Frameworks for that what it means that is that if we can start If we can start to look at the granularity of agile break things down to the lowest possible coherent unit How can we recombine that? How can we look at new ways of scaling? How can we get more in touch with raw data with user stories so that we can make better decisions faster? How can we get more diverse perspectives so that we don't fall into groupthink? All of these heuristics all of that can help us rewild agile and that's the end It's 30 minutes I kept it quite brief because I wanted to leave some time about 15 minutes or so for questions because I know that that's quite a Bit of material and I think you might have quite a few questions. So I wanted to leave this time open for that Any questions thoughts comments? Thank you Jules for the great presentation When you speak about the three heuristics, I can understand the This is a This intermediate decision-making I can imagine that can you give some examples of distribute cognition and Optimizing for granularity that way I understand if what you're saying is what I could I should interpret? absolutely I'll start with this Immediating decision-making this comes with a health warning because you are playing with power dynamics And we have to accept that power dynamics as part of life part of organizational Yeah, just part of organizations, but Not an agile example, which I think hopefully I will make the point better is that we were working on a project With Singapore government and we were looking at social resilience. We were looking at how can we Strengthen the fabric of the nation. I think every government is interested in that But there are so many diverse perspectives. We're all voters. We're all citizens. We all have a say How can we manage all of that? How can we get decision makers? In this case the policymakers in touch with the stories that people are actually telling each other and sharing on the street This is what we mean by this intermediation intermediation the mediation usually happens when people write policy papers When they put forward and lobby what you know a pet project that they want But if leaders if decision makers are able to interact directly with the people That they are serving or the people that we're building products for That is how we can make better decisions faster and just a caveat We're not saying that mediation doesn't have its place Middle management exists for a very good reason. They are the engine that drives things forward But in many cases there is a lot of bottlenecks and also people start to develop their own pet projects and their own Behaviors and that can really start to constrain what a decision maker or leader sees So if a leader wants to disrupt patterns and find out what's really going on go straight to the raw data Go talk to some users. Go talk to some citizens That's an example of this intermediating decision-making and as I said not just in agile Across organizations Anywhere in life, I would say for distributing cognition Again to give another non-agile example in an organization How do we find those mavericks? How can we find those bright spots the people that always think out of the box in many cases in most organizations? They have to hide themselves if they want promotions if they want to move through the ranks They you very quickly find out that if you stand out like a sore thumb You can be very very easily smacked down again, but we need those people These are the people with all the ideas that will help us look at things in a different way. How can you find them? Right. What what how can you create conditions that feel safe for these people to make their views known and not just to give An entire platform just to these people this group of people But also to let to let them surface naturally in the entire environment That's what distributing the cognition means And for optimizing for granularity So this is something we do internally quite a bit with all the different methods that we have you had a taste of future backwards we have knowledge mapping and Decision mapping as other of our methods and we have a knowledge management method called ashen Well, isn't actually an acronym it stands for artifacts skills heuristics experience and natural talent Put together ashen and these five things Represent what is naturally available in an organization? What are the artifacts like written documents archives? What are the skills that you have in your workforce? What are the heuristics that you have developed in your organization at the time? What is the experience levels of different people and what are the natural talents that are emerging if you look at all of those? And you break those down into their lowest coherent unit. You can start to combine and say, ah, okay We have actually quite a high level of Natural talent, but they don't really have enough experience. What can we do to raise that experience? Or we have a lot of artifacts we have Tons of storage of all these archives. Okay, and maybe I think what we're lacking is experience So how can you break those things down into the lowest coherent unit and then recombine? So that is an example of granularity. I Hope to answer your question I have a question about managing complexity I At least I'm getting this initial sense that for some of these things you'd need a lot of At least a lot of people doing a lot of things simultaneously to or Generating a lot of data so that you can have better decision-making What would you suggest for say a smallish team of say ten people? Three technologists to product people. I mean at those small numbers you don't really have But you only have so many people with so much background. How do you? Try and implement some of this with a small team Good question. We do work with small teams and then groups of small teams interestingly, I Actually think that sometimes the smaller the group the more complexity there is It's sometimes ease and you know, this is just my personal opinion It's sometimes easier to look at a larger system and be able to detect patterns of what's happening Then for a very smaller team where everyone knows everyone That has its own layer of complexity, which I'll be just be very frank. No one has cracked a code for that No, but but there are ways to manage it because in complexity We make the argument that it's more important to manage and influence the interactions between Human beings then to try to change or manage the human beings themselves This goes back to Kenevan up the place of our multiple belongings We really cannot hope to change people fundamentally for who they are and at some level we have to accept that that is what it is However, we can change the environment in which they interact We can change the way they interact how often or maybe they need way more interaction Also allowing them to run allowing but encouraging them to keep those daily journals of their frustrations No, for instance a test this journal will look very different from a product manager's journal However, they are all looking at the same problem or the same system or the same product that they're working on Looking at all those diverse perspectives, but without them talking to each other Which is what keeping a journal is about allows you then let's say if you are you know Scrum master or coach to then look at this look at this the the system of that team as a whole to be To be able to understand what you should do next that is the next possible thing you could do understood and Obviously, you'd have to build an environment in which they feel comfortable sharing journal with you without fear of Absolutely, absolutely Yes fear of recrimination fear of standing out is definitely huge problem Which is why we recommend keeping anonymous journals. However, of course in a small team You would know who they are, but that is less important than people feeling comfortable Journaling, you know their daily experiences Thanks, thanks for your amazing presentation. I just have one question about you know encouraging increasing interactions and enhancing collaboration the first thing that you spoke about is Trials or trios, you know entangles entangled trios. How critical is having that entangles cryos trios in building that? Yeah, so how do you go about creating this trios number one and You also mentioned about divers Divers trios how how important is to how do you you know build this diversity in building this trios? Okay, and what's your experience experimenting with it and what's the result that you got out of? Building this trios. Okay, great question The rule of thumb the heuristic for creating trios is that they cannot come from the same background Each of the three people cannot come from the same background. So you cannot have three system architects in a trio You cannot have three testers in a trio. They have to come from different backgrounds in this case. I'm using an organizational or software development Example I gave the example in that government project We ran in Wales where we had someone from an older generation someone from a much younger to at least two generations down And then a civil servant Okay, so it really has to be different because what we need is those different perspectives to work on the same problem so in in programming it would be as mentioned a systems architect, but much more experienced someone who has essentially Decades under their belt with a recent graduate From computer science and then a user who is not a techie It has to be from three different backgrounds for an entangled trio to work I hope that was clear and your second question was about the ideation Also, it's about building the diversity in the trail and You made the statement that is somebody who's more experienced can influence the lesser experienced person somebody who's just fresh His point of view can be completely influenced by the person with a lot of experience and you know, maybe some you know Authority in a specific topic How do you balance the different perspectives in a trail to make sure that it is not biased with the most powerful person in the trail Good question. You can never predict or plan for it. What you need to do is to monitor it Because you can't predict how Three people will interact when you put them together. You you have a rough idea Let's say if you already broadly know them and their backgrounds You have a rough idea of how they their personalities may or may not clash That's a very important thing to look at But you have to just start by putting three people together and Seeing how it goes and if it really proves to be a problem Then you may have to disrupt that and change the trio a bit But if you have some faith in people and let them work out their problems It generally works out because also they are from three very different backgrounds Okay, thank you Do you have some examples an agile of teams that have been rewilded successively at this point Sorry, could you repeat that you have some examples of teams that have rewilded agile successfully at this point Not quite this brand the rewilding brand that we came up with this about a year and a half old So we're still working on it in terms of examples, but I'll definitely report that I will say for entangled trios We are work. We are using it on ourselves within our organization. So for instance, we have a marketing trio We take three people from different backgrounds Right someone you know one of one of the team is from finance and admin and you say what what does it have to do with marketing? No, we actually are putting them together so that can give us their perspectives from a finance point of view But how marketing could be done or done better same with product trios, etc within our organization Hi, my name is so honey and my question is There definitely is a cost associated with rewilding agile in the form of maybe cost time skill building I want to understand your thoughts or perspective on how do we manage those risks? Very very good question. We are in an age of budget constraints and expect we are expected to do more things with less money or resources Unfortunately, not just in agile but everywhere else. I would say that yes, the outlay appears to be Higher than say sending someone on a three-day course however, nothing Sustainable ever comes that easily or perceived to be that cheap and but if we want to rewild agile and to Start to and to remember where it came from then it's an outlay that we have to take on I mean that there is the concept of there is the concept of sacrifice some sacrifices have to be made and To use the example of recipe users and chefs. I don't consider myself a chef. I Consider myself sorry a little more than a recipe user.  I Started off by doing prep right Shelling prawns. I still hate shelling prawns to this day, but I had to start from there I had to understand the basics of food preparation. I had to understand ingredients I had to understand all these building blocks of cooking before I was considered competent to first of all use her knife And to use that beloved walk That and that that that the cost associated with that that training apprenticeship model is not cheap It's the development of a human being But this is also this also, you know harks back to how Nowadays humans and organizations are mostly treated as cults in the machine because it's seen as being more cost efficient But actually what is the true cost of that you have to stop and think are we developing humans to be who they could be if They became chefs and not just recipe users because a good scrum master doesn't just take a good scrum master If you see them, isn't someone who's taken the three-day course and then suddenly they know exactly what to do You have to earn those stripes. You have to be in the thick of it. You have to be working with your teams and That is not easy That is really not easy, but there's no other way to rewild edge on to take us back to our roots without that without that That's my personal opinion. Thank you. Thank you. Any other questions? We're just about 45 minutes. I think yes Any questions? Thoughts comments feedback I was really tickled when the rest said I think yesterday. Oh, no, maybe on the first day and the opening remarks Go hard on the first-time speakers Hi a good topic and very different way of doing the things So so far you said that there are no Case study as such that you have because it's still in progress But you have you know history of what? The rewilding of a child yet, but have you seen any anti-patterns so far of what all things that you have implemented? At least let's say for diverse trios Combining three people together like are there any anti-patterns anti sorry anti-patterns Anti-patterns. Yeah. Oh, I love this question anti-patterns Huh, actually, no, I would say that Patterns are being broken. Is that what you mean by anti-patterns? Yeah, so somebody said that like Among three Somebody could be senior and then they can dominate that that could be one Something similar Like we know for pair programming again the senior developer and the junior developer that that can happen now We are including one more person here so Of course the complexity increases But then some somewhere similar on the similar lines. Have you seen? Things breaking more rather than you know building effectively I Think so far when we seen one example of a trio not working out But that was also because there were really long-standing personality issues to begin with and It was very difficult in hindsight to see how that trio could ever have worked in the first place So that's why I say you need to be very conscious of the personalities of any histories before you start to put trios together However, you can depersonalize a Trio because you're getting people together to work on a problem or a product So hopefully it becomes less about the personality clashes or tensions that is about working together towards a common goal Would you say that a driver's trio is basically a parenting?  That is the apprenticeship model Hopefully not parenting This station people's you know adult lives. It's more about mentorship and guidance For recipe recipe users versus chefs however for trios No, actually, there's very very light monitoring of what goes on the proof is in the pudding as the English saying goes What they cut what the trios come up with will be the proof of how it's working one final question Okay, one more Thank you So I really like the frozen to strategy, but can you give a few examples? Like in your work outside software Like how do you go about identifying the next right thing to do and then as a story a short story on that would be nice Okay How to identify the next right thing to do? Let me just get this so the image that you see is actually from Data a data set from our sense maker software So I think I've mentioned before that at a connevin company all of our workshop methods and ideas are open source on our wiki So you can for instance take future backwards and run it on your own teams. However, we do Develop our own proprietary software So we know a little bit about software development and the dots that you are seeing are actually stories that people have shared Hey, we have we have anonymized The entire data set and you won't see any data behind it You won't see any stories behind it anyway, but each dot represents a story and The the color gradients are actually where the clusters are forming Right and all of this is based on the way that people index or tag their own stories That then gives us the calculations for how we can put it on an x y axis for instance so I don't think this points, but if you look here There's a cluster and we can say, okay, what is actually our ideal state whatever your x y axis is for instance time For off delivery versus cost of delivery So if you imagine that's your x y axis on the top right There's not a good place to be where you have a lot of time and a lot of costs associated with delivery This would be the most ideal wouldn't it but we're never here You can you know and really depending on your organization you have to decide okay Where is our ideal state for cost and time of delivery? So maybe somewhere in the middle some put it there, but okay, what we can see From the stories that people are telling is that they feel that we are set somewhere around here But that's too far towards a lot of time and a lot of cost of delivery Ideally we should be here But that's too far to go from there So what's the next right thing we can do to shift the pattern so that more stories are being told and shifted here And again, you can see it's very very contextual You have to actually look at the stories that people are telling do more interviews To understand okay, so let's run those multiple experiments and see if after three months or even two months If the story start to shift to our ideal state here This is what we mean by looking for the next right thing finding that adjacent possible and doing the next right thing Here we may never achieve it and we have to be okay with that But here's more achievable. So what can we do to shift more stories not just from you know internal users? Sorry from internally and from users also from customers


Dyna'r gwaith yng Nghymru? Mae'r gymryd, rydyn ni'n gweithio a gyfnodol yn ymgyrch ymddangosol, ymgyrch yn ymgyrch yn ymgyrch yn ymgyrch, rydyn ni'n dweud o'r ffordd ym 22 ymgyrch o ddwylo'r ddechrau i ddechrau a'r dynodol ymgyrch yn ymgyrch ymgyrch. Rydyn ni'n dweud yw'r gweithio, ymgyrch yn ymgyrch, ac mae'n ddod yn ymgyrch yn ymgyrch ymgyrch yn ymgyrch yn ymgyrch yn ymgyrch. Mae'n dweud o'r gweithio gwneud ymgyrch. Rydyn ni'n dweud o'r ddwylo'r ddwylo'r byd, mae'n ddwylo'r gweithio ar ynyaod, gyda'r prif IedRECT, a rydyn ni'n golygu i ddwylo'r ddwylo'r ffordd a'r gymuned. Rydyn ni'n dweud eich ddefnyddio ymgyrch. Din gyda'r model i ddim yn ymgyrch. Rydyn ni'n dweud o'r ddwylo'r ffordd. wrth gwrs, ond mae'r ffordd mewn i'r lluniau i gyfnodd lluniau i'w ddechrau yma yn y cyfnodd iawn a gallwn i'n meddalfi allan yn ddigonol. Yn felly fyddwn i'n ymlaen i'miwn i'ch ganddo i'r ysgrifennu o'ch lefnwyr, i'ch ganddo i'ch byddai'r newydd a lluniau i mwyn. Rydyn ni'n gweithio i'r cherddau i'r mewn ymddangos, i'ch meddalfi i'r newydd, i'ch ganddo i'ch mewn unig prayfau Maybe stop you from doing and it just allowed me to kind of think more about my future rather than rush into it. I'm one of the placements I did sign up for was the charity work done and it progressively took me about a year, so it's a very long process to then secure this role. Yn cyrraedd yma yma i'r perthynas o'r programau ymlaen i'r cyfrannu ar gyfer y sgwr. Yn ymweld hyn ymlaen ar gyfer y sgwr yma i'r perthynas ymlaen i'r perthynas ymlaen i'r perthynas. Yn cyrraedd yma, mae'r perthynas wedi bod yn unig o'r ddefnyddio'r rhaglenu. Mae hynny'n gwneud yn gwneud hynny'n meddwl, mae'r ddweud yn ymddangos ymddangos ymddangos. Mae'r ddweud yn ymddangos ymddangos ymddangos sy'n gyfrannu'r cyfrannu. Felly, mae'n ddweud i ddim o bwysig o'r sgiliau sy'n gwybod, a'r ddysgu'r ffasgol yn cael ei ddweud i'r ffordd ar y gwrth gwrth heddiw, doedd oherwydd mae'n yw'r ddiwrnod ac yn y glas yn olygu'r gweithio. Mae'r ddod o'r cyfrifiadau mewn ddiwrnod, a'r ddod o'r cyfrifiadau a'r ddod o'r cyfrifiadau am y ddod o'r cyfrifiadau. Ac mae'n aelod i'r ffordd gyda'r rhannogol, a rydyn ni'n mynd i'r ffordd gyda'r hyn wedi'i bod yn ei wneud. Ond y byddai'r cyfnod, wedi bod yn ymgyrch, mae'n gofyniadau'r ysgolol gyda'r cyd-fordd. Mae'n gweithio'r cyfnod i'r wneud, o'n cyd-sgol, mae'n gweithio'r cyfnod i'r wneud. Mae'n gweithio'r cyfnod i'r wneud, ac mae'n gweithio'r cyfnod i'n gweithio'r cyfnod i'r wneud. Ac nid gweithio'r rôl whon roeddwn ni'n debyg i'w'r hyn, maen nhw'n cael ei ddweud yr ystyried o'r rôl. Dwi'n meddwl ychydig yna bod yn gŷn yn gyffredig, yn oed i'r ganddiad yw'r cyflod. Y dŵl yw'r ddweud o'r yrhyw pethau hyn o'r ddweud? Rwy'n meddwl yw'r ddweud o'r ddweud, er mwyn i ddweud o'r ddweud o'r ddweud o'r ddweud o'r ddweud o'r ddweud. So, at first I think people just think it's a fun raising, it's either marketing or it's actually doing the grassroot work of giving out resources and helping people one to one. It's actually a lot more broad than that and there's way more different roles that you can go into and I think also knowing the different type of charity organisations as well rhan, mae gennym ni'n dweud i'r ffordd nôl, rhan o ddeudu hi'i ddeudu hynny, os y Lywodraeth o ddweud mewn dydd, felly rhan o'u ddweud i'w meddwl, ond rwy'n gwybod i'r hosfysau ddweud, felly rhan o'u meddliadau. Ond rwy'n dweud i'r cyfreithio gwybod. Felly, o'n gwybod i'r cyfreithio'n gwybod i'r cyfreithio i'r gwasanaethau ac rwy'n gwybod i gyd, rwy'n gwybod i'r cyfreithio gwybod i'r cyfreithio. So, yeah. Why the charity sector?  I think I've always had a passion for charity. I think a lot of people have that desire within them from any age. Mine was when I was quite young, but I didn't know what it was. So I think most people would categorise it as, I just want to help people. But you don't really know that charity specifically, that is a whole sector and an employable field in itself. So I've always known that I wanted to help people. I think it stems from my faith in Christianity.  But I didn't know that I would be doing it as an employer or an employee. I thought that it would be something that I did maybe on the side of my career. I didn't know that I could make a full-time career out of it. And so, yeah, I'm very happy that I found myself here. Can you describe your role in Greenwich Batsley Community Hospice and the impact it had on the community? So my role is a community development and engagement manager. Essentially our work of local communities that we don't see engage with the hospice that are quite large in our boroughs and trying to find ways in understanding their needs, their concerns, how they deal with bereavement and end-of-life care and just trying to find ways in which they can engage the way that they want to engage with. So that could be maybe room hire, that could be maybe setting up workshops or it could be attending events that they can hear from us or getting a specialist to maybe turn up to their events, really just putting the hospice out into the community. Can you tell us about a particular project or initiative that you've been part of with the Greenwich and Batsley Community Hospice? So we do have something called Compassionate Neighbours at Greenwich and Batsley Community Hospice. Essentially it's where we have our key coordinator that matches our volunteers from the boroughs to visit patients in the community. So actually we only have 13 patients within our hospice itself but 700 patients out in the community that we visit. And so Compassionate Neighbours is you get trained up to essentially visit someone once or twice a week and kind of be a support to someone that might be feeling lonely, listening to them, spending time with them, supporting them with household duties and that's something that I recently had training for and it was beautiful to visit people in their homes and support people in a way that's still clinical but not direct in the hospice. It was amazing helping people where they want to be helped which is sometimes in their homes. How has your experience in the hospice shaped your passion for the charity sector? I think working in the hospice has massively shaped my passion for the charity sector. We are a big organisation, there is a lot of employers and it's definitely opened my eyes to see even in terms of recruitment side how many people you can get involved in charity using their specialties so even if it's people that have more of a financial background more of a clinical background everyone can work together for a charitable cause which is amazing and I think it's definitely shown me to not just limit myself to what I've learned and what I've experienced so again I was speaking with one of our community patients yesterday she mentioned maybe opening a charity for children who have cancer and again because that's not my background I would have never thought of that charity is not just what you're good at but it's about using the people around you to help people that need it and so it's definitely shaped my passion in that way. What's next for you? What's your hopes and aspirations? I have just started this role at Granton Bexton Community Hospice and I am really loving it. I think I will be here for a little while longer but in terms of aspirations for the future I'd love to open my own charity combining what I have experienced and what I'm yet to experience again not limiting myself so when I was in university I did set up my own business a tutoring company and so I have a passion for working with children and also my faith is very important to me so I would like to combine all three and kind of set up a charity abroad for children teaching them the word of God but also giving them resources helping them with all different types of things that they need educationally as well and that's what I'm working towards but not limiting too so I'm excited for the future.


social conflict. In this session we are going to understand the concept of social conflict under the perspective of news a kosher. Conflict theory is a functional social system according to kosher's standpoint because conflict in a society according to him don't just have a bad purpose. Conflict on the other hand might have a constructive impact on the current social order. Kosher's philosophy is very interesting because it is not necessary to call him that there is a bad purpose in the conflict in this society. Now generally there are some terms, some terminologies or some concepts such as we always consider them to be a negative context with a negative perspective. But in the philosophy of kosher, this perspective is specifically about conflict that the existing social order of this system, the way it is going along with the system, the way it is going along with the system, it is possible that due to the rise of conflict in the society, in the social order, there should be some kind of a positive change that should be considered positive. We see in many of the societies where there is injustice, where the class system is very strong, or some class elements, some class groups are considered to be more powerful, and according to their own will, the system is running. Now if in such a situation, a specific group comes from the perspective of the person, that is, that existing social order is challenged, then as a result of this situation, this can also be the outcome, this can also be the outcome, that in that social order, there should be some kind of a change, that instead of a group, instead of a few people, in the society, most people, most of them, start getting a share in the system, in the system. So, surely this conflict, this outcome will be considered positive. Conflict, according to Kozer, is a type of interaction that does not need to be avoided. Again, a very interesting perspective. Conflict does not have to be damaging or dysfunctional for the system in question, according to Kozer, because confrontation can have both positive and negative outcomes. Again, we have to keep one point in mind here, that the result of conflict can also be positive, yes, it can also be negative, it does not deny it, but we have to see how influential the outcome of conflict is, because he points out, for the explanation of his philosophy, that conflict is defined as this agreement about values or demands relating to power, prestige and money sources with insufficient supply. Disagreement about values or demands relating to power. Prestige and income, these are the layers on which conflict rises in the society. So, if this disagreement is made, then to settle it down, if there is some tension between the two, and then these things are fixed, then surely this situation can also be positive, because usually between individuals, collective groups, people, in all of these, there is tension, and this is what the theory of conflict is called. And Kozer's call for tension is sometimes internal solidarity, or internal, which integrates the groups, the groups between the two are better for each other, and sometimes the tolerance level is also changed, people are more against each other in the beginning, but then the situation goes to the better side, and sometimes such a situation arises, that alternative situations rise, and as a result of those alternatives, that conflict that we feel is going to the wrong side, but then the same conflict that has a lot of positive changes in the society, as a result of this, then it becomes a way to take all the conditions to the better side.


So today we're going to learn about how to jump into product roles at top tech companies. So let's just dive right in. All right. So briefly, so I am Sri and I am a product manager currently at Google. And I enjoy contributing to your product management careers. And you can find more information about me at my website, which is SriGari.com. As you can see below here. So what are we going to cover today? Some of the topics are going to be, first, we're going to establish your goal, right? Because you're trying to jump into a product role. What is your goal? And how do you shortlist the top 10 companies where you're going to jump into product? Second is once you have that goal, how do you reach that goal? Meaning, how do you craft your LinkedIn resume? And then once you've done that, what is a good preparation plan for acing your interview? And at the end, I'll also have some links for email templates to reach out to recruiters, hiring managers, a sheet that I use to shortlist companies, and then some interview resources. Okay. So with that, let's jump right into the first agenda topic, which is going to be how to shortlist your companies. But before we get into that, we want to make sure you have a clear career goal. What do we mean by that? Is you have to have a clear product role at one of the 10 companies within X months. And this X months could be six months a year, but make sure it is time bound, right? And when we say product role at top 10 companies, you would want to have it narrowed down by industry, location, experience, and title, right? And that is what our shortlisting framework is going to follow here to see how you can shortlist those 10 companies. Now, as you're already embarking on a journey to land a new product role, it's always good to step back and think long term. So what is your career aspirations? And how do you think about it is by looking at these three things here, which is skills, interest, and value. And you want to find what is your career aspiration that falls to the intersection of the three things. For example, if you take interest, let's say you're interested in music and you are very analytical, right? That's your skills. Then your value is going to be something like a data PM for a music product, right? So as an example, your career aspiration could be a PM at Spotify, which is a music company, right? That is an example you could use so that you'll know where you want to be in X number of months or years, right? So once you have that so that you've established your clear career goal, now you have your current role. And so here you need to make a transition or a jump from your current role to your ultimate career role. And sometimes the path is not as straightforward. And that is why I'd like to introduce to you something I call minimum variable transition. So your goal, thinking like great product manager is also reducing your risks to land your career goal. And here, if you see, if you have a lot of variables, like for example, let's say you have to change your company to land your career goal, or you have to be at a different location or a different industry, the more number of variables you're going to add, the more difficult it's going to become to land your career goal, right? And that is why you would want to change the minimum number of variables needed to get into that career role, right?  So there's already one variable. And then you want to minimize the other variables. And I'll show you an example in action, right? So here is a minimum variable transition example. Let's say we take Sammy here, who is currently a software engineer at a B2B API based energy company, right? And Sammy's ultimate career goal is to be a PM at a top UI based consumer energy company, right? Now, as you can see here, Sammy would need to change multiple variables to reach that career goal. That is, Sammy would have to change from an API backend based software engineer to a PM on a front end. And so there's two things, role needs to change. And also, the company is have to be changed, right? So one way to do this is in two steps, right? One is, as you can see here, it's a transitionary role. That is, Sammy only changed company and keep all of the other variables the same. That is, Sammy is going to land a software engineer role at a UI based B2C energy company and then take another hop to become a PM at that same company. In general, it's always easier to transition into a PM role at your current company and then look for PM roles in other companies, right? This is just one of the examples. So moving on, there's other examples you can look at in this table to see what is a possible PM trajectory you can take, right? As an example, let's say you're already a PM, change one variable at a time so that you can land your next PM role unless you already have great connections and people who can vouch for you, then you can always go change multiple variables at one time and that applies to all roles. But let's say you're currently a data analyst, then look for cloud analytics companies or a data PM, you're currently a UX person, then look for consumer companies or somewhere where there's UI application products.  Again, these are all examples. You don't need to follow this by the book. This is just so that you get an idea that sometimes you don't need to leap from zero to n, you can take multiple steps to reach there. Now that you have a clear career aspiration, your goal and you know what are the transitions or variables you want to take, here is a short listing criteria you can follow so that you can make a short listing sheet of different companies and rule out which companies do not apply for you, right? So again, the example here is Sammy who is looking for a PM role at a UI-based business to consumer energy company, right? Now if you see here in this table, you have the various columns, company as one, then you have type of PM role, number of jobs. Why is number of jobs important is because the larger number of jobs there are, that means there is already an existing community of PMs in that company. So if you're new to the PM role, then it will always be good if that company has a lot of mentors so that can coach you and get you into properly trained as a PM, right? If you're making that leap. And the company type, if it's backend, analytics, more UI focused, then your match level, what is one to five? Five being a high match, one being a low match, that is based on where you want to go, your skill set, does that company match or the role match, connections. This is how many people you know in that company. And the connection strength, which is an average strength of connection that is a number of people that can vouch for you at that company. So as an example here, again, these are all fictitious companies and examples here. If you see here for Sammy who wants to be a PM at a UI-based B2C energy company, this low energy, Sammy can strike that off right out of the bat because there's only two jobs there and it's backend heavy. Again, Sammy is going to be doing backend and Sammy wants to go more UI front end. And then it's not a great match, doesn't have many connections and even that one connection is not strong. So Sammy can rule that out. And this is how you list several companies and then select the top 10 companies where you want to be at. With that, now following this, you should have 10 companies or roles shortlisted with a clear carrier goal of these 10 companies and these product roles within X months, right? Now that you have said that, let's jump in a second part of the agenda, which is how to create a killer profile so that you can reach out to those folks in those companies. So when we talk profiles, let's talk about LinkedIn first. So here are some basic tips, right? First, make sure your profile is complete. Second is on headline and title, make sure your current title or even in the summary about you have the words product manager owner because that's how recruiters search. Third is skills. I have skills pertaining to product manager and in the slides coming up next, I'll list some of the skills or keywords you can use. Four is activity. LinkedIn at the end of the day is a social platform. That means the more active you are, the higher you would be ranked on LinkedIn. So publish posts, like, comment, especially related to product management, right? And then five patterns. LinkedIn gives you like a summary and some analytics of how people are finding you. So is it through some other colleague or is it through searching? Then you can go and further improve those particular areas by studying that. And then here are some advanced LinkedIn tips, right? Now that you have a clear career goal and a short list of 10 companies, you can use that to your advantage. So look for PMs in those shortlisted companies. Then look at what are the keywords that those PMs are using and try to match some of those which apply to you. Research what universities, companies, are they actually hiring from? Does it kind of align with where you are? Right? Fourth is also match the skills, groups, influencers that those PMs follow in those target companies, these interests. Make sure there's some synergies there. Fifth is connect with those PMs and seek advice. Instead of directly emailing them about this job position, you can ask them about, I want to learn generally about PM craft or I want to learn about the culture of the company and you can always get at least a few people replying back. So that's how you will also build your network. Right? Again, all of these tips ultimately should improve one or two metrics. One of the most important metric that you would see improving in LinkedIn is the number of the emails you're going to be getting. Right? So as a good PM, you're going to test and learn. You're going to test and change all of these and see if those emails is going up or down. And that is how you keep changing and testing. Now getting to the second part, which is resumes. Right? LinkedIn is more inbound. That is once you set up, you should have recruiters reaching out to you. But then once you need to reach out, you need to have a good resume at hand. And here are two examples of a bad resume and good resume. So why is the first one here a bad resume? So this one is bad because of two reasons. One thing if you see here, our fictitious candidate here, John Doe. So they have everything here is a responsibility. They're not accomplishments. But there are also some accomplishments like save costs for customers. But there's no numbers on metrics for people to gauge what is the actual impact. So if the same John Doe has to be converted into a great resume or a good resume, here is what you could see how that looks like. So instead of saying shipped software to users, which is a responsibility that any product manager is supposed to do, here we call out that launched flagship product to 10 million users collaborating with all of these stakeholders. Right? That's more concrete. Hiring managers and recruiters can now get a sense of the scale at which you've operated. Right? And also, if you see every line here has an impact statement and what that candidate has to leave them. So make sure your resume reflects this at a high level. Right? So with that, there's some tips on resumes you'd like to make sure you have a great resume. Right? Make sure it's only one page, even if you have 10 years, 20 years of experience still prioritized which ones you want to highlight for that specific job and condense it to one page. And this also shows off your prioritization skills, which is important for a PM. And second is have a clear place where you have your contact info. No summaries are needed. Your resume itself should be a summary. Achievements always, accomplishments, no responsibilities, task and impact. Each bullet should be a task and an impact as much as possible, as you've seen in the example before. And some people I see have a skills galore where they have skills all the way from word to databases. So don't have so many skills, just have skills that pertain to that specific job. And then also have keywords that are pertinent to a product manager role. And this is important because all resumes go to an applicant tracking system and they always weed out which keywords are not there. And also have some extra curricular activities that apply to that particular role. As an example, let's say you want to get into Spotify and if you're a musician, always list that out because that sets you apart from other candidates. So what are some of the advanced tips here is because you have these 10 companies and more might show up. So you cannot always craft like a separate resume for each of those jobs. So that is why create a master resume covering all your achievements. And then from that master resume, you can create trimmed versions for specific jobs. And this master resume doesn't need to be limited to one page. It could be three-pager, four-pager, how many ever it is. But then what you're doing is you're cutting it down to one page every time you're applying to a specific job. And then here are some of the keywords I was talking about earlier, which you can use within your resume. And also have some of those in your LinkedIn because these are typical keywords that are needed in a product manager resume or LinkedIn. Now that you have your resume and LinkedIn, the next step is going to be reaching out. The best is inbound. So you receive emails, so LinkedIn, but outbound works too. And when we see outbound, you can reach out to recruiters, hiring managers, and most importantly, referrals. Right? These are your best bet. These are people who can vouch for you and connect you to those hiring managers or recruiters. But I see a lot of people actually don't know where to start with having a template for reaching out to these different hiring managers or recruiters. So here is a template that I'm giving out to you and also provide links to this at the end of this session. So here, as you can see, you start with a clear link to the role you're applying and then mention something from the recipient's role, the recruit or hiring manager that is interesting, the recent article they posted, or if you have common group affiliations, and then connect something from your past experience. And then briefly mention your skills and experience. And your goal in this email is to get a meeting with that person. Right? And that's what you clearly state at the end of this template. So as an example, this is what's something I've used. And so I start out with product manager at X company and put in a link. And this recruiter happened to be a foodie and I'm a foodie, so I made that connection. And then this was a food related company that I was applying to. And so I ran a venture backed marketplace startup before. So I had added that in here and then briefly explained my years of experience in product management. And then ended with some time to chat with the recruiter. Right? Short and simple and very to the point. And I'm not going to be covering a referral email example here, but I'll provide a link to that at the end of this slide deck. So now you have your profile created so that you can reach out to your inbound, sorry, you can reach out to your outbound or you can get inbound from your LinkedIn profile. Right? So so far you've completed two things by now. You have short listed 10 companies and then you've crafted your profile so that you can go after these 10 companies and roles. With that, now it's time for preparing for the interviews. Right? And before we dive into interviews, we want to look at what are the different question types for interviews you would want to prepare for. Right? So you have design, analytical, strategy, technical and behavioral. And not all companies would ask for all of this, but this is something I've noticed across the board. So if you prepare for this, you're covering most of the surface area here. But again, you have to get it specifically to the companies you are applying for. So let's dive a little deeper into each of these question types. So let's say you go to design first. Right? And you have four question types starting with new product, meaning this is something like design X for Y here, design alarm clock for blind. So you're coming up with a totally new product, which wasn't existing before or improve a product question. Right? An example is how do you improve Google Docs? Third is product for specific technology, meaning the interviewer would give you an existing technology that already they already have. And then you're asked to design a product around it, like your designer teleportation product or product preferences. What is your most or least favorite product? So make sure you practice these questions so that you get more and more comfortable to ace your interview. Similarly, analytical, right? Four types, estimations. Not all companies these days are asking estimations. But as an example, it's usually a question where you need to come up with a number end of the day. Using Fermi level estimations or back of the napkin calculations. And then the second type is success metrics. Right? How do you measure success of a certain product for like Facebook, for example? And then the third is metric troubleshooting. Profit went down. What do you do? Some metric went up. What do you do? And then trade-offs. How would you launch feature A or feature B? And then you have strategy. So here again is four types. So the first one is market entry or exit. Let's say a question could be what is a new product line if you are a CEO of Amazon that you would introduce? Or what product would you kill? Second is mergers or acquisitions. Should Facebook acquire Uber? Third is pricing. How do you price something futuristic? Like space travel? Fourth is go to market. What would be a launch strategy for a recipe app, for example? So these are four different types of strategy questions you can practice. And then technical. And again, not all companies ask for technical questions. But if you go deeper, the technical questions are again four types. First one is system design. So this one is design YouTube system architecture, for example. Explain a technology kind of questions wherein you're explaining a complex technology to a five-year-old. And tech troubleshooting. So the same version where you're doing business metrics and troubleshooting that, that could be applied to tech as well. So you have an API and latency has increased. What do you do? Lastly, algorithms. This one is, as an example, design a sorting algorithm. And this usually varies in popularity. That is, system design is highly popular. Algorithms is the least popular, right? And then moving on, behavioral. So there are three types of behavioral questions. The first one is your story that is something that they're asking about yourself. Like tell me about yourself or some question about your resume. Situational. Watch your biggest failure or team conflict kind of questions. And then why are you entering into a product management world? What do you dislike about it? What is your three-year plan and so on and so forth, right? You could put this into these three broad buckets. So now that you have a high-level view of the type of questions, we also need to get into how interviewers assess for each of these different type of questions, right? For analytical, they would see how well the candidate is clarifying, right? And as you can see, clarification is, must have for all of the questions, right? But then specifically for analytical, are you coming up with more than one method? Are you breaking it down into a clear problem statement and further components? And then are you verifying your answer at the end, right?  Are you segmenting your users well for the design question? And are you prioritizing them right as per the goal? Are you deeply empathizing with that user segment and clearly calling out the pain points? And are you coming up with a creative solution or multiple solutions at the end, right? And also providing trade-offs for those solutions. Strategy, are you coming up with a clear structure? Are you following a series of logical steps and then making a conclusive recommendation? So strategy is more about structure and how well you are versed with what is happening in the current world and what you can use to validate your answer, right? So there's not really a right or wrong unless you are defying laws of physics here. But typically, you should make sure that your answer is not self-contradictory to your logical steps, right? And then lastly, you have technical. And there, the interviewer is looking at, are you scoping the problem well? Are you communicating in a technical language? Are you identifying all the loop holes? And are you making the right trade-offs for that technical design? And lastly, for behavioral, right? Are you able to do a great job once you land in the new environment of that company or culture? Then they're trying to verify your experience, right? Whatever you say in your resume, what is a true impact? What have you actually done? And then they're also verifying your communication skills. So at the end of the day, the interviewer is just looking for two things. Can you do the job? Will you do the job? So behavior is mostly on the will you do the job at the scale that the company is expecting, right? Now that you have the type of questions you know how they're going to assess, then it is time to prepare an interview plan assuming you have two months time, right? So here you have a series of steps and then a detailed meaning for each of those steps. So again, the first step is to look at your 10 companies you've shortlisted and see what is the interview process like, right? Second is now that you have these five questions, evaluate yourself on those questions and see what is your weakest area and what is your strongest area? And then also study the target company really well, like who their customers, what are they saying, what is their business model, so on and so forth, right? And form an opinion on the products of the company. And then next one or two weeks, practice daily, starting from your weakest area, right? That is let's say design your weakest area the first week, only practice design. And then the next week compound it, meaning add design plus your next week area, let's say analytics. So combine both of them into the second week and then do one month of mocks, covering at least around 20 mocks. And you should see after 10 mocks, it becomes second nature for you to answer these mock interviews. And right before the interview, stop all your mocks, still follow business trends and news, what is happening in the world, you can use that on your day of interview and just relax, right? So this is a high level interview prep plan you can follow. And also get some interview mocks in those different areas that I called up. So by now, you should also have the prep plan created for these interviews, following these steps that I've outlined, all right? With that, we come to an end of this session. So again, to summarize, establish a clear goal of a product role at 10 companies within X companies, then craft your profile, your resume, LinkedIn, and reach out to these recruiters, managers, and your referrals, and then create a preparation plan for these interviews at these companies. And remember always leaping directly into the end role might not be the right way of doing it. You could take multiple steps using the minimum variable transition to reach your ultimate goal. And then here are a few links for the emails that I've shown. I have a short listing sheet, which you can use to shortlist your 10 companies, and a few interview resources for mock interviews, some books I have also linked here in this interview resources. And feel free to reach out to me at my website, which is Shrigari.com, or at my LinkedIn, if you have any other carry help you need, or if you need a step-by-step framework to answer each of those interview questions that I've laid out about. With that, thank you so much for being here and listening through all of this session. I hope you derived value from this. Thank you all, and bye for now.


Hey guys, how you doing? This is Rich from RichTVLive and I have some breaking news from Pure Xtrax, symbol PULL on the Canadian Securities Exchange. Website is pureextraxcorp.com. This is the breaking news. Pure Xtrax collaborates with Dr. Alexander McGregor on cannabis and mushroom formulations. Pure Xtrax Technologies Corp. PULL in Canada. XFRA in Frankfurt, Germany. Symbol in Frankfurt, Germany. A2QJAJ. A plant-based extraction company focused on cannabis, hemp, and rapidly emerging functional mushroom sector is pleased to provide an introduction to Dr. Alexander McGregor, a key scientific advisor to the company. Pure Xtrax and Dr. McGregor are collaborating on the development of CBD-infused mushroom wellness products and are researching optimum extraction methodologies for psilocybin in order to prepare the company to enter the psychedelic mushroom extraction space. One of the hottest sectors in the world is the psychedelic mushrooms, psychedelic psilocybin space. And you can see since I brought you guys Pure Xtrax, they've been a big winner.  So they've been doing quite well. Now remember, RichTVLive is strictly for education, entertainment purposes. Always do your due diligence. Always do your research before you invest in anything that we talk about here in RichTVLive. But our track record has been phenomenal, including pull, which we did put on RichTVLive.com, like here. Just go to our website, RichTVLive.com, absolutely free and access all of our picks right here. And you can see all of our picks are here. And you can see pull, which we gave to you guys at 45 cents, is already up as much as 49% since November 5th, less than a month ago. You can see some of the picks that we've given. And our track record is phenomenal with 107 picks in 2020, an average of 154% peak profit. So we've had an amazing year. Our community has had enormous gains. And it's because we do the research, we identify undervalued, underappreciated, underexposed opportunities before anybody else on the planet. Dr. McGregor is the Dean of Faculty Distinguished Professor of Biopharmaceuticals and current President of the Toronto Institute of Pharmaceutical Technology, TIPT, North America's Premier Postgraduate Institute of Pharmaceutical Sciences, Technology and Research. He is also the CEO of TIPT's parent company, Transform Canada Inc, which has a Health Canada Drug Establishment License, a Cannabis Drug License and a Dealers License issued under the Control Drugs and Substances Act, CDSA. Transform Canada conducts cannabis testing, clinical trials, drug development and is licensed to possess psychedelic drug compounds. Dr. McGregor is recognized as a pharmaceutical science inventor and expert in pharmaceutical technology and novel drug delivery systems. He is a recipient of several global patents in the field of medical treatments at pharmaceutical drug delivery technologies, most notably from Canada, United States, Australia, Europe, Latin America, China, India and Japan. Wow, this is impressive. His inventions have led to groundbreaking therapeutic drugs for the treatment of cancer, management of diabetes, systemic infections and post-operative pain. An expert in translating pharmaceutical knowledge into sustainable businesses, Dr. McGregor was a consultant to multinational pharmaceutical companies such as GlaxoSmithKline, Valiant, Tiva, Pathion, Sun Pharma and Beijing Double Crane Pharma. He was appointed by the government of China as an international advisor in the field of pharmaceutical technology and research through a nomination preferred by the city of Beijing and Beijing Double Crane Pharmaceutical Company, China's third largest pharmaceutical company. He is the author and co-author of several articles and manuscripts in the field of pharmaceutical science and technology, a founding member and the chair of the Canadian Association of Pharmaceutical Technologists, CAPTECH and the founding member and past chair of the Toronto Pharmaceutical Ethics Committee for Research in Humans. He is a member of several scientific associations such as the prestigious control release society, CRS, Canadian Society of Pharmaceutical Sciences, CSPS and the American Association of Pharmaceutical Sciences, AAPS. Dr. McGregor received an honors degree, Magna Cum Laude BSC in medical biochemistry and doctor of philosophy PhD in clinical pharmacology from the University of Wales and the Royal Postgraduate Medical School London, UK. Love this news, huge news for Pure Extracts, Pure Extracts Symbol Poll in Canada, A2QJAG in Frankfurt, Germany. The company features an all-new state-of-the-art processing facility located just 20 minutes north of world famous Whistler, British Columbia. The bespoke facility has been constructed to European Union GMP standards aiming towards expert sales of products and formulations, including those currently restricted in Canada into European jurisdictions where they are legally available. On September 25, 2020, Pure Extracts was granted its standard processing license by Health Canada under the Cannabis Act and the company stock began trading on the Canadian Securities Exchange, which I broke to you first on November 5, 2020. Big news, breaking news, Pure Extracts. Go to their website, pureextractscorp.com.  Remember, Rich TV Live is not a licensed advisor. Always do your due diligence, always do your research before you invest in anything that we talk about here in Rich TV Live. Go to richdvlive.com and we have article writers writing on all of our picks. We just did a top 10 stocks for December 2020 and our number one pick is Pfizer and Pfizer has been up two days in a row since our video. Congratulations to members and I believe that Pfizer continues the upward trajectory due to the fact that they have a vaccine that could potentially help save the world from the COVID-19 pandemic. Thank you guys for watching. If you're not winning, you're not watching. We bring you the winners and we bring them to you first. Pull Pure Extracts currently at 63 cents down 6% on this great news. Brought you this pick first a month ago. As you could see, been on a nice rise from 45 cents pre-IPO to where it is today at 63 cents, been as high as 68. Always look for dips, buy on dips, sell on rips. Love to know what you think about this news. If you like this video, smash the like button, comment down below, share the video everywhere. We bring you the winners and we bring them to you first. Another big winner, Pure Extracts now in the psychedelic mushroom space as well as the cannabis extraction space. There's the big news. We're breaking it first. Let me know what you think. Comment down below, share the video everywhere. And we are almost at 30,000 subscribers. Thank you so much to the community. If you haven't subscribed, please subscribe. I appreciate you guys. Thank you guys. Have a great day. This is your boy Rich from Rich to be live and I'm out. Peace.


Operational efforts come in two things. One is greenhouse pipeline life cycle monitoring. And the other thing is, say you'll have multiple support system for your customers. Say you might have invested in Zendesk, another root on Salesforce, another person on Jira, another person on Kisflow, any systems, which is having a ticket management and a support SLA management, prioritization and all these things. Now, one is the support loading in terms of the number of consumption increase. Second thing is, how do you federate within these systems, right? So is there any thought process on how the support process has to work? Or if there is none, the organization has to start investing on what is the support process they'll be able to provide to these additional consumers which this bill might come into, we'll throw into picture.