Geoffrey Parker

Implementing generative AI into an organization’s product management processes is no longer a matter of “if” and “when,” but “how”. Helping leaders accomplish this is Dartmouth professor of Engineering Innovation Geoff Parker, Ph.D. According to Parker, organizational leaders who see AI, especially generative AI, as an “either/or” prospect between the technology and their employees are thinking about it wrong. In this presentation, he provides audiences with powerful strategies for understanding generative AI and its implications, tools for training employees on these new systems, and methods for building AI into an organization’s foundation to stay relevant and up to date. Attendees will leave with a practical framework for taking a new view of product management through the lens of AI and will be empowered to ask better questions about technology, shifting the “either/or” framing to “AI and”.

IT professionals can significantly contribute to growth by helping firms with traditional business models transition to a platform model. But building a successful platform requires knowing what components are necessary. Where do you start? How do platforms go viral? How do you engineer network effects? How do markets work? During this presentation, Dartmouth professor of Engineering Innovation Geoff Parker, Ph.D., teaches participants how growth and matching are done properly and offers up tools and frameworks for optimizing efficiencies and profitability within platforms.

Many organizations in the business-to-consumer (B2C) sector have become adept at leveraging platforms to supercharge success, but their business-to-business (B2B) counterparts are struggling to do the same. According to Dartmouth professor of Engineering Innovation Geoff Parker, Ph.D., B2B platforms have been held back thus far due to much more variation and considerably higher integration costs that require a different approach than B2C platforms. In this revealing session, Parker will outline the four different types of B2B platforms and what makes each unique. Following this presentation, audiences will be able to return to their organizations with an accessible framework designed to help B2B platforms of all types succeed in effective new ways.

As businesses increasingly recognize the value of platforms, how can leaders ensure their organization is optimally managing the product to platform transformation process? According to Dartmouth professor of Engineering Innovation, Geoff Parker, Ph.D., organizations need data product management function, and the C-Suite and data scientists need a common language and clear communication. With detailed research and case studies, Parker walks audiences through understanding data as a product and the importance of focusing on small investments, rapid experimentation and the creation of optionality. Attendees will learn what questions should be asked and the types of discussions their teams should be having.

Many organizations get excited by the opportunities to leverage platform business models to reach new markets, serve existing customers more efficiently, and create new value-adding transactions. The challenge is that firms frequently find themselves saddled with legacy technology infrastructures that are not ready to power their platform ambitions. In this informative session, Dartmouth professor of Engineering Innovation, Geoff Parker, Ph.D., will outline the necessary steps toward a platform journey. These include first developing a modern technology infrastructure, often cloud based, to provide efficient access to data and shared services across the organization. Firms often think this is enough but struggle to realize value from their technology investments. Parker will show that firms need to implement the organizational change to develop their platform operating model to deliver value using their infrastructure. Once these steps have been implemented, firms are then ready to transition to platform business models. Parker details metrics at each stage that will help firm focus on what matters and avoid the “liars club” that results from over emphasizing financial metrics such as ROI.