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I gave 4 rounds of interview for Manager 1 but the final decision was that I am unable to raise the bar. The recruitment coordinator asked me if he can keep my details or share my details to his colleagues so that they can check if I fit in some other role in future. Any idea about the cool off period?Amazon
Hi All,
Colgate Palmolive is hiring across IT.
> SAP Professionals
> Data Scientists
> Data Engineers
> Full Stack
> Security
....
Kindly go through the link :
jobs.colgate.com/search/?createNewAlert=false&q=&locationsearch=india
If you find any job that interests you, feel free to Message here and i can refer you.
Key Perks :
> Best in class work life balance
> WFH option depending on your role
> Good Incentives and pay.
Job Location : Mumbai
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Couple of things..
1 - Know your real stakeholder(s), and know who is just trying to get their "nice to have" in there. Its important to keep everybody as happy as possible but ultimately your stakeholder(s) are who really matter.
2- Listen carefully. They will tell you about requirements and details even when you aren't pushing for them. Be able to translate your conversations to the team.
3 - Know your audience. Tailor your conversations/demos/meetings to them, be able to translate the technical jargon into things they care about.
4 - Don't forget the business objective. They came to you for a reason, make sure you keep that in mind when working. I.e. if they wanted to go to cloud... why? Google partnered with a large health provider to use analytics to analyze cancer results fasater.. their business objective is to save lives so I build my conversations around being able to answer "how will X save a life".
Absolutely, reach out if you need any help!
Listen and ask A LOT of questions.
Absolutely! Thats my gameplan. Any concrete examples of Q's which are important but easy to overlook? Initially I will be setting up a lot of "get-to-know"+initial work/to-dos syncs with for example regional managers, customer support manager etc.
The product exists to fulfill business needs/processes for stakeholders. Be their champion!
There are many angles to consider, like G1 mentioned.
Learn the business before taking the wheel too much. They'll respect you more for thoughtful analysis before action. Ask questions beyond the norm. Brainstorm and collaborate. Find common ground between stakeholders.
Identify happy path first, then edge cases. Too many people get blinders and stay on one side or the other. Likelihood of something being needed impacts priority.
Identify the core pillars. Measure changes and defects by pillar impact.