Gerald has spent 25+ years in product management /project management with a track record in different industries (wholesale business (Würth), logistics (tradenetone.com, kewill), eHealth (I-solutions, ICW), real estates (ImmobilienScout24), agile consultancy (leanovate), veterinary service (felmo) and edTech (bettermarks)). Geralds superpower is the ability to sort and structure stuff very fast.
My Mentoring Topics
- Scaling product vision, strategie and storytelling
- Clear prioritization
- Leading teams, team design
- different product characters in different product phases
- personal coaching, mentoring
M.
18.April 2023Absolutly brilliant & funny talk! Ask Gerald about the trust piramid - I really liked the concept. He's superb product experience and know stuff you cannot find in the books :).
B.
20.November 2022The session with Gerald was extremely helpful and structured - it just 30 minutes he managed to share exactly the right answers and directions for the problem question I had. I am going to implement his advice in my daily work. Thank you Gerald!
A.
22.June 2022My session with Gerald was exactly the guidance I needed to start my product management journey. Excellent session ,communication skill was so apt and a great mentor. If you are unclear on how to start your career part or feel stuck then Gerald is the best mentor to sign up for his years of experience says it all .
J.
23.July 2021it was absolutely great!!!!
H.
23.July 2020Agile Product Management in B2B, Historical information on how software is built, Best practices tailored to the project i am working on.
P.
17.July 20201. What the role of a product manager plays in an organisation and that it is a career I want to pursue. 2. Communication is key and varies depending on what part of the organisation you are talking to. 3. "Young" and "adult" teams have different needs which need to be considered when communicating objectives
B.
25.May 2020be patient, communicate more, to more interessting sessions with the mentor club
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The Lean Startup - How Constant Innovation Creates Radically Successful Businesses
Eric Ries
Key Facts and Insights Emphasis on Experimentation over Elaborate Planning: The Lean Startup methodology promotes experimentation over detailed planning, which allows businesses to adapt and innovate continuously. Customer Feedback over Intuition: Ries emphasizes the importance of customer feedback in shaping products and services rather than relying solely on intuition. Iterative Design: The methodology encourages iterative design, which involves making small changes in products based on customer feedback and observing the results. Minimum Viable Product (MVP): This concept is central to the Lean Startup approach, focusing on creating a basic version of a product to test market hypotheses. Validated Learning: Ries introduces the concept of validated learning, where startups learn from each iteration through rigorous testing and adjustment. Innovation Accounting: This is a method to measure progress, set up milestones, and prioritize work in a startup environment. Build-Measure-Learn Feedback Loop: This is the core component of the Lean Startup methodology, which emphasizes the iterative process of building, measuring, and learning. Pivot or Persevere: Ries introduces a decision-making process in which a startup decides whether to pivot (make a fundamental change to the product) or persevere (keep improving the current product). Continuous Deployment: The Lean Startup methodology encourages continuous deployment of updates to the product, based on the Build-Measure-Learn feedback loop. Lean Management: The Lean Startup approach also extends to management, with streamlined processes and decision-making strategies. In-depth Analysis of "The Lean Startup" "The Lean Startup" by Eric Ries is a game-changing book that has reshaped the way businesses think about innovation and growth. Drawing upon his own experiences, Ries presents a new approach for startups to achieve their goals by focusing on continuous innovation and customer feedback. One of the key points in the book is the emphasis on experimentation over elaborate planning. Traditionally, businesses have relied on detailed and lengthy business plans. However, Ries argues that in the rapidly changing business landscape, these plans can quickly become obsolete. Instead, he advocates for a culture of experimentation, where ideas are tested, and changes are made based on the outcomes. This approach allows businesses to adapt to changes and seize new opportunities more effectively. A second key insight from the book is the importance of customer feedback. Ries suggests that businesses should not merely rely on intuition or assumptions about what customers want. Instead, they should engage with customers, seek their feedback, and use this information to shape their products and services. This is an integral part of the iterative design process advocated by Ries. The concept of the Minimum Viable Product (MVP) is central to the Lean Startup methodology. Rather than spending extensive resources developing a perfect product right from the start, Ries suggests starting with a basic version of the product, testing it in the market, learning from customer feedback, and making modifications accordingly. The MVP helps businesses to test their market hypotheses with minimal resources. Ries introduces the concept of validated learning, which is a process of learning from each iteration of the product. Through rigorous testing and adjustment based on customer feedback, startups can learn valuable insights about their product and the market. A significant concept in the book is innovation accounting, a method to measure progress, set up milestones, and prioritize work in a startup environment. This accounting system is designed to provide startups with a clear measure of their progress and inform decision-making processes. The Build-Measure-Learn feedback loop is another core concept in the Lean Startup methodology. Startups are encouraged to build a product, measure how it performs in the market, learn from the outcomes, and then build again. This iterative process fosters continuous improvement and innovation. Ries also introduces a decision-making process in which a startup decides whether to pivot or persevere. If a product is not meeting its objectives or gaining traction in the market, the startup may decide to pivot, i.e., make a fundamental change to the product. If the product is showing promise, the startup may decide to persevere and keep improving the product. Continuous deployment of updates to the product is another strategy advocated by Ries. Based on the Build-Measure-Learn feedback loop, updates are made to the product and deployed continuously. This approach ensures that the product is always improving and adapting to customer needs and market changes. Finally, the Lean Startup approach extends to lean management, with streamlined processes and decision-making strategies. The goal is to create an organization that is adaptable, efficient, and focused on continuous innovation. In conclusion, "The Lean Startup" presents a new approach to business, emphasizing agility, customer feedback, and continuous innovation. It provides a roadmap for startups looking to achieve success in a rapidly changing business landscape.
ViewRunning Lean - Iterate from Plan A to a Plan That Works
Ash Maurya
Key Insights from "Running Lean - Iterate from Plan A to a Plan That Works" by Ash Maurya: The Lean Startup model is an iterative process of building, measuring and learning. Entrepreneurs should focus on building a minimum viable product (MVP) to test their business hypotheses. Customer development is a crucial process that helps in validating or invalidating business hypotheses. The Lean Canvas is a visual tool to document your business model hypothesis. Product/market fit is the primary goal of a startup. Pivot or persevere decision is a crucial turning point in the startup's journey. The book introduces a new metric, LifeTime Value (LTV), which is the total net profit that a company makes from any given customer. The book emphasizes the importance of traction, which is proof that your product or service is gaining momentum in the market. Experimentation is essential to learn what works and what does not. Continuous innovation is a key to staying ahead of competitors and meeting the changing needs of customers. Entrepreneurs should focus on actionable metrics rather than vanity metrics to make informed decisions. Book Summary and Analysis: "Running Lean - Iterate from Plan A to a Plan That Works" by Ash Maurya is a comprehensive guide that provides a step-by-step approach to applying the Lean Startup principles. The book focuses on practical strategies and techniques to help entrepreneurs minimize the risk of failure and increase their odds of building a successful product or service. The book emphasizes the importance of the iterative process of building, measuring, and learning, which is central to the Lean Startup model. This is in stark contrast to the traditional approach of building a complete product and then launching it in the market, which often leads to wasted resources and failure. The key idea here is to learn quickly from failures and make swift corrections to the product or strategy. Maurya highlights the concept of a Minimum Viable Product (MVP), a simplified version of the product that has just enough features to validate the business hypotheses. This approach allows entrepreneurs to test their product in the real market, get feedback, and make necessary adjustments before investing more time and resources. One of the key insights from the book is the importance of customer development. This process involves getting out of the building and interacting with potential customers to understand their needs, preferences, and pain points. Based on this feedback, entrepreneurs can refine their product and ensure it delivers value to the customers. The Lean Canvas, a visual tool introduced in the book, helps entrepreneurs document their business model hypothesis. This one-page business plan forces entrepreneurs to distill their ideas into the most critical elements, making it easier to communicate and test their assumptions. The book emphasizes that achieving product/market fit is the primary goal of a startup. This stage is reached when the product meets the market needs and starts gaining traction. Maurya introduces a new metric, Lifetime Value (LTV), to measure the total net profit a company makes from any given customer. This metric, along with the cost of customer acquisition, can provide valuable insights into the viability and profitability of the business model. The book also explores the critical decision of whether to pivot (change strategy or direction) or persevere (stick with the current strategy). This decision, often a turning point in a startup's journey, should be based on insights gained from customer feedback and actionable metrics. Maurya encourages entrepreneurs to focus on actionable metrics - the data that can influence business decisions - rather than vanity metrics, which might look good on paper but do not provide any actionable insights. Finally, the book underscores the importance of continuous innovation to stay ahead of competitors and meet the changing needs of customers. This involves a constant cycle of experimentation and learning to discover what works and what does not. In conclusion, "Running Lean - Iterate from Plan A to a Plan That Works" equips entrepreneurs with a practical framework and actionable strategies to navigate the uncertain and risky terrain of startups. By focusing on learning and iterating quickly, entrepreneurs can increase their odds of success and make their vision a reality.
ViewReinventing Organizations - A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness
Frédéric Laloux
Key Insights from the Book: Organizations are living entities that evolve with different levels of human consciousness. Evolutionary-Teal Organizations represent the next stage of organizational development, characterized by self-management, wholeness, and evolutionary purpose. Self-management replaces hierarchical pyramid structures, promoting a decentralized decision-making process. Wholeness allows individuals to bring their full selves to work, integrating personal and professional personas. Evolutionary purpose allows organizations to have a sense of direction beyond profit-making, focusing on a broader social purpose. Laloux identifies Red, Amber, Orange, Green, and Teal as stages in organizational evolution, each aligning with human societal advancement. Organizations need to transition from one stage to another to remain relevant and thrive in the changing business environment. Case studies of various organizations worldwide provide practical examples of Teal Organizations. The transition to a Teal Organization does not come without challenges, and it requires a significant shift in mindset and operations. Reinventing organizations is not a one-size-fits-all approach, and the transition should be tailored to the specific needs of each organization. An In-depth Analysis: In "Reinventing Organizations," Frédéric Laloux presents an innovative concept of the evolution of organizations, aligning them with different stages of human consciousness. He identifies five stages - Red, Amber, Orange, Green, and Teal - each representing a specific era of human societal advancement. The Red stage represents the earliest form of civilization where power and control were paramount. The Amber stage represents traditional hierarchical structures seen in institutions such as the military or the catholic church, characterized by strict hierarchical order and stability. The Orange stage, driven by the Industrial Revolution, is typified by goal-orientation, innovation, and meritocracy. The Green stage emphasizes empowerment and values-driven culture. The latest stage, Teal, represents a paradigm shift in organizational structures. Laloux argues that Teal Organizations are the future and represent the next stage of human consciousness. These organizations are characterized by three core principles: self-management, wholeness, and evolutionary purpose. Self-management implies a shift away from traditional hierarchical pyramid structures towards a decentralized decision-making process. It embodies a sense of trust and respect for all employees, empowering them to make decisions and take responsibility for their tasks. This shift resonates with the participative management theory, which advocates for employees' involvement in decision-making processes. Wholeness encourages individuals to bring their complete selves to work, integrating their personal and professional personas. This concept aligns with the humanistic perspective in psychology, emphasizing an individual's unique qualities and potential. It challenges the conventional norm of separating personal life from professional life, fostering a nurturing and inclusive work environment. Evolutionary purpose goes beyond mere profit-making, enabling organizations to serve a broader social purpose. This concept resonates with the stakeholder theory, which suggests that organizations should consider the interests of all stakeholders, not just shareholders. This purpose-driven approach aligns with the rising trend of corporate social responsibility and sustainability. Laloux supports his arguments with case studies of various organizations worldwide that have adopted the Teal approach, including Buurtzorg, Patagonia, and Morning Star. These examples offer concrete evidence of the benefits of transitioning to Teal, such as increased employee engagement, improved decision-making, and enhanced organizational resilience. However, the author acknowledges that the transition to a Teal organization comes with its challenges. It requires a significant shift in mindset and operations, moving away from traditional command-and-control structures towards a more fluid and organic model. Furthermore, Laloux emphasizes that reinventing organizations is not a one-size-fits-all approach. Each organization must tailor its transition to its specific needs and context, drawing inspiration from the principles of Teal but adapting them as necessary for their unique circumstances. In conclusion, "Reinventing Organizations" offers a thought-provoking exploration of the evolution of organizational structures and the potential of the Teal paradigm. It challenges traditional notions of hierarchy and control, advocating for a more human-centric, purpose-driven approach to running organizations. It provides valuable insights for leaders and managers seeking to navigate the complex and rapidly changing business environment.
ViewINSPIRED - How to Create Tech Products Customers Love
Marty Cagan
Key Insights from "INSPIRED: How to Create Tech Products Customers Love" Emphasizes that product management is a team sport, advocating for a cross-functional team approach. Illuminates the importance of discovering the right product to build before diving into the development. Reveals the role of product managers as the discoverers of the product, not simply project managers. Encourages adopting an outcome-based rather than output-based approach to product development. Highly recommends the application of prototyping and testing techniques to validate ideas before committing to full development. Asserts the necessity of continuous product discovery for sustainable success. Advises on how to establish a customer-centric culture in a tech organization. Reinforces the value of learning from product failures, not just successes. Insists on the importance of strong leadership in product management. Underlines the need for strategic alignment between the product team and the larger organization. Stresses on the significance of a shared product vision within the team. Deeper Analysis of the Book "INSPIRED: How to Create Tech Products Customers Love" by Marty Cagan, a Silicon Valley product management veteran, is a veritable guide for tech entrepreneurs, product managers, and those aspiring to create successful tech products. Starting with the assertion that product management is a team sport, Cagan underscores the necessity of collaboration among cross-functional teams. This aligns with the concept of Collective Ownership in Agile methodologies, where everyone in the team is responsible for the quality and success of the product. The book extensively discusses the role of product managers, distinguishing them from project managers. Cagan positions product managers as the discoverers of the product. This involves understanding customer needs, exploring market opportunities, and working closely with the product team to create a product that aligns with the business objectives and customer expectations. One of the notable principles that Cagan advocates for is an outcome-based approach over an output-based one. This shift in focus from simply delivering features to achieving desired outcomes is a core tenet of modern product management, emphasizing on value creation rather than just activity. In "INSPIRED", Cagan also emphasizes the importance of continuous product discovery. This is about constantly seeking to understand customers, experimenting with solutions, and validating ideas before committing to full-scale development. The principle resonates with the Lean Startup methodology, particularly the Build-Measure-Learn feedback loop. Prototyping and testing are other key aspects that Cagan discusses. He advises product teams to validate their ideas with low-fidelity prototypes, conduct usability tests, and gather feedback to refine the product. This aligns with the principle of Fail Fast, Fail Often in Agile, which encourages learning through quick experiments and iterations. An essential part of creating tech products that customers love, according to Cagan, is establishing a customer-centric culture. This involves prioritizing customer needs and feedback in the product development process, which is a fundamental principle of Human-Centered Design. Cagan also acknowledges that not all product initiatives will succeed. He encourages teams to learn from product failures and to leverage these learnings to improve future products. This resonates with the concept of a Learning Organization, where failure is seen as an opportunity for learning and growth. Underpinning all these principles, Cagan stresses the importance of strong leadership in product management. He insists that leaders should inspire, guide, and empower their teams to do their best work, which aligns with the concept of Servant Leadership in Agile. Lastly, Cagan highlights the need for strategic alignment and a shared product vision. This implies that all efforts of the product team should be directed towards achieving the strategic goals of the organization, and everyone on the team should understand and be committed to the product vision. In conclusion, "INSPIRED: How to Create Tech Products Customers Love" is a comprehensive guide that offers invaluable insights and practical advice on how to create successful tech products. It should be a must-read for anyone involved in product management, as it encapsulates the collective wisdom of one of the most experienced product managers in the tech industry.
ViewLean UX - Applying Lean Principles to Improve User Experience
Jeff Gothelf
Key Insights from "Lean UX - Applying Lean Principles to Improve User Experience" Integration of Lean and UX: The book introduces how the Lean Startup methodology, which places an emphasis on iteration and customer feedback, can be applied to user experience (UX) design. Focusing on Outcomes: One of the central tenets of Lean UX is shifting the focus from outputs (like features, services, and products) to outcomes (like customer behavior, engagement, and satisfaction). Collaboration and Cross-Functional Teams: Lean UX advocates for the collaboration of cross-functional teams in which everyone has a voice and contributes to the project. Minimum Viable Product (MVP): The concept of the MVP, a version of a product with just enough features to satisfy early customers and provide feedback for future product development, is a key aspect of Lean UX. Continuous Learning: Lean UX emphasizes the importance of continuous learning through iterative design and feedback loops. Validation: The Lean UX approach ensures that every design decision is validated by real-world data and customer feedback. Prototype, Measure, Learn: The book highlights the cycle of prototyping, measuring results, and learning from the data to make informed UX decisions. Assumption and Hypothesis: Lean UX encourages designers to state their design assumptions and then test these hypotheses through the design process. Flexibility: The Lean UX methodology is flexible and adaptable, allowing it to be used in various industries and project sizes. Design as a Conversation: Lean UX views the design process as a conversation, where ideas are shared, discussed, and iterated upon. A Deep Dive into "Lean UX - Applying Lean Principles to Improve User Experience" Jeff Gothelf's "Lean UX - Applying Lean Principles to Improve User Experience" presents a transformative and innovative approach to user experience design. The book combines the principles of Lean Startup and UX design to create a methodology that is outcome-focused, collaborative, and data-driven. The Integration of Lean and UX is a significant shift from traditional UX design methodologies. It moves away from a heavy emphasis on deliverables to a process that is more lightweight, iterative, and centered around the user. This approach ensures that the design process remains flexible and adaptable, which is crucial in today's fast-paced digital landscape. A key aspect of Lean UX is its focus on Outcomes. Instead of concentrating on features or services, Lean UX directs attention to customer behavior, engagement, and satisfaction. This shift in perspective allows teams to design products that truly meet the needs and wants of their users. The book puts a great deal of emphasis on Collaboration and Cross-Functional Teams. This approach breaks down silos and encourages everyone involved in a project to contribute their unique perspectives and expertise. The concept of the Minimum Viable Product (MVP) is central to Lean UX. An MVP, which contains just enough features to satisfy early customers, enables teams to gather user feedback that informs future product development. This approach ensures that teams do not waste time and resources on features that customers do not want or need. In Lean UX, Continuous Learning is achieved through iterative design and feedback loops. Teams continually prototype, measure results, and learn from the data to make informed UX decisions. This constant cycle of learning and iteration allows teams to adapt to changes quickly and efficiently. The Lean UX approach ensures that every design decision is Validated by real-world data and customer feedback. This validation reduces uncertainty and ensures that the final product meets the needs of customers effectively. In Lean UX, designers are encouraged to state their Assumptions and Hypotheses and then test these through the design process. This approach creates a culture of experimentation, where learning from failures is seen as just as valuable as successes. Finally, Lean UX views Design as a Conversation. Ideas are shared, discussed, and iterated upon in a collaborative environment. This approach encourages innovation and ensures that the best ideas rise to the top. In conclusion, "Lean UX - Applying Lean Principles to Improve User Experience" provides a comprehensive guide to a revolutionary approach to UX design. By integrating the principles of Lean Startup with UX design, this methodology ensures that products are developed that truly meet the needs and wants of users.
ViewThe Loop Approach - How to Transform Your Organization from the Inside Out, Plus E-Book Inside (ePub, Mobi Oder Pdf)
Sebastian Klein, Ben Hughes
Key Facts and Insights Transformation from Within: The Loop Approach emphasizes the importance of internal organizational change as a precursor to external transformation. Iterative Process: The Loop Approach uses an iterative process of reflection and action to drive transformation. Self-Organization: The Loop Approach promotes a self-organization model for teams, wherein they make decisions collectively and autonomously. Systemic Perspective: The Loop Approach adopts a systemic perspective, recognizing that organizations are interconnected systems with various elements that influence each other. Feedback Loops: The Loop Approach utilizes feedback loops for continuous learning and improvement. Agility: The Loop Approach encourages agility, an essential trait in today's rapidly changing business environment. Empowerment: The Loop Approach emphasizes the importance of empowering employees to take ownership and responsibility for their work. Transparency: The Loop Approach promotes transparency in communication and decision-making processes. Learning Organization: The Loop Approach fosters a learning organization, one that constantly adapts and evolves based on new knowledge and insights. Prototyping: The Loop Approach encourages prototyping and experimentation as part of the transformation process. Change as a Constant: The Loop Approach views change not as a one-time event, but as a constant process that organizations should embrace. Detailed Analysis "The Loop Approach" by Sebastian Klein and Ben Hughes offers a fresh perspective on organizational change. Rather than focusing on external change agents or top-down directives, the authors suggest that lasting transformation must come from within the organization itself. This aligns with the concept of internal locus of control, which suggests that individuals and groups have the power to direct their own destinies. The Loop Approach is built around an iterative process of reflection and action. This mirrors the principles of action learning, a method of problem-solving that emphasizes learning from experience. Through this process, teams are encouraged to continuously reflect on their experiences, learn from them, and adjust their actions accordingly. An essential aspect of the Loop Approach is the promotion of self-organization among teams. This aligns with the principles of holacracy, a system of organizational governance in which decision-making authority is distributed throughout self-organizing teams rather than being vested in a management hierarchy. The book also adopts a systemic perspective, viewing organizations as interconnected systems where various elements influence each other. This is reminiscent of systems thinking, a holistic approach to analysis that focuses on the way a system's constituent parts interrelate and how systems work over time and within the context of larger systems. The Loop Approach utilizes feedback loops for continuous learning and improvement. This aligns with the idea of double-loop learning, a concept from organizational theory that involves modifying goals or decision-making rules in the light of experience. The authors promote agility, an increasingly important trait in today's fast-paced and uncertain business environment. They emphasize the importance of agile practices such as iterative development, cross-functional teams, and adaptive planning. The Loop Approach underscores the importance of empowering employees, a concept that aligns with the theory of participative management, which advocates for the involvement of all members of an organization in decision-making. Transparency is another key principle of the Loop Approach. This aligns with the concept of open-book management, which involves sharing detailed financial information with employees to involve them more fully in the company's operations. The book encourages the creation of a learning organization, one that constantly adapts and evolves based on new knowledge and insights. This concept is deeply rooted in the works of Peter Senge, who described a learning organization as a place "where people continually expand their capacity to create the results they truly desire." The Loop Approach also advocates for prototyping and experimentation, aligning with the principles of design thinking, which encourages prototyping as a way to test assumptions and learn through failure. Finally, the Loop Approach views change not as a one-time event, but as a constant process that organizations should learn to embrace. This aligns with the concept of continuous change, which suggests that organizations are in a state of constant flux and must adapt continuously to survive and thrive. In conclusion, "The Loop Approach" offers a comprehensive and practical guide for organizations looking to drive transformation from within. By integrating principles from various disciplines, the authors have developed an approach that is both innovative and grounded in proven concepts. This book is a valuable resource for anyone interested in organizational change and development.
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M.
12.January 2024I had a nice conversation with Gerald. He shared plenty of insights with me about career goals, effective job search strategies, and more. Gerald also provided tips to enhance my interview skills. Moreover, he shared information about the work culture. I'm really glad to be connected with him and highly recommend his mentorship. Thanks, Gerald. I'm looking forward to meeting you soon.