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ProductCamp Amsterdam Session 7 Martin van Mierloo

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Martin van Mierloo: Lessons Learned Towards a Formal Roadmap Process at GX …

Martin van Mierloo: Lessons Learned Towards a Formal Roadmap Process at GX

I will talk about the roadmapping process. What do you need to get started? What is different from normal product management when you work with a roadmap? How do you communicate a roadmap? What is the right maturity level for your organization? Any tips for newcomers? The central theme is: what did we at GX learn along the way?

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  • 1. Martin van Mierloo: Lessons Learned Towards a Formal Roadmap Process at GX Session #7, 2009 www.productcampamsterdam.org The first European unconference for product managers and marketers.
  • 2. * Roadmapping at GX Lessons Learned Martin van Mierloo Product Manager GX
  • 3. * Roadmapping at GX Lessons Learned Martin van Mierloo Product Manager GX * disclaimer
  • 4. Todays cast Mr Competitor Mr Customer Mr Sales Mr Product Mr CEO Manager Mr R&D
  • 5. What?
  • 6. What? Why?
  • 7. What? Why? Who?
  • 8. What? Why? Who? How?
  • 9. What? Why? Who? How? In this story: Different kinds of roadmaps Roadmap strategy GX Timeline Communication Tooling Lessons Learned
  • 10. Several kinds of roadmaps Q1 Q2 Q3
  • 11. Several kinds of roadmaps Sales Q1 Q2 Q3
  • 12. Several kinds of roadmaps Sales R&D Q1 Q2 Q3
  • 13. Several kinds of roadmaps Sales R&D Customers Q1 Q2 Q3
  • 14. A logical process Mr CEO Mr Product Manager Mr R&D Mr Sales
  • 15. Product Strategy #1 Product Leadership •Strong in brand innovation & marketing •Operate in dynamic markets •Focus on development, innovation, time to market •High margins in short time frame Microsoft Operational Excellence •Strong in operations & execution •Often: reasonable quality for a low price •Personel works task oriented •Many measuring systems in place Customer Intimacy Dell •Strong in customer attention & customer service •Tailored products > Large variation in products •Services to individual customers •Lifetime value concepts •Reliable, deliver on time IBM From: The Discipline of Market Leaders, Treacy & Wiersema
  • 16. Product Strategy #2 •Ignore economic buyer and end user Product Leadership & •Ignore ROI, focus on reliability •Commodotize the product(s) Operational Excellence •Competition based pricing •Attack competition •Horizontal positioning > global infrastructure Product Leadership only •Focus on economic buyer + end user Product Leadership •Compelling reason to buy: ROI •Differentiate & Customer Intimacy •Use value based pricing •Avoid competition, gain niche market share •Vertical segments From: Crossing the Chasm & Inside the Tornado – Geoffrey A. Moore
  • 17. Product Strategy #3 and #4 From: M. Porter’s generic strategies
  • 18. Timeline at GX
  • 19. Timeline at GX 9. 0 re le as e
  • 20. Timeline at GX 9. Pr 0 od re u ct le he as e ar tb ea t
  • 21. Timeline at GX 9. Pr N 0 od Re ew re u ct qu pr le he ire od as m uc e ar en t m tb ea ts a t en na gi ge ne r er & s
  • 22. Timeline at GX 9. Pr N Pr 0 od Re ew od re u ct qu pr uc le he ire od t as m uc M e ar en t m an tb ag ea ts a em t en na gi ge en ne r t er & Bo s a rd
  • 23. Timeline at GX 9. Pr N Pr 0 od Re ew od Fi re u qu pr uc rs le ct od t as he ire t Pr m uc M od e ar en t m an uc tb ag ea ts a em t t en na Ro gi ge en ad ne r t m er & Bo ap s ar d
  • 24. Timeline at GX 9. Pr N Pr 0 od Re ew od Fi Maturity phase>>> re u qu pr uc rs •Theme based roadmap le ct t as he ire od t Pr •Better strategic alignment m uc M od e ar en t m an uc •Cost analysis tb ag ea ts a em t •Better planning t en na Ro • gi ge en ad Dependency management ne r t m er & Bo ap s ar d
  • 25. Timeline at GX 9. Pr N Pr 0 od Re ew od Fi Maturity phase>>> re u qu pr uc rs •Theme based roadmap le ct t as he ire od t Pr •Better strategic alignment m uc M od e ar en t m an uc •Cost analysis tb ag ea ts a em t •Better planning t en na Ro • gi ge en ad Dependency management ne r t m er & Bo ap s ar d
  • 26. Timeline at GX Pr N 9. 0 od Re ew Pr od Fi Maturity phase>>> Offense!>> re u qu pr uc rs •Theme based roadmap le ct t •Total product as he ire od t Pr •Better strategic alignment m uc M od strategy e ar en t m an uc •Cost analysis tb ag •Focus ea ts a em t •Better planning en na Ro • t en ad Dependency management •Focus gi ge m ne r er & t Bo ar ap •Focus s d
  • 27. Timeline at GX Pr N 9. 0 od Re ew Pr od Fi Maturity phase>>> Offense!>> re u qu pr uc rs •Theme based roadmap le ct t •Total product as he ire od t Pr •Better strategic alignment m uc M od strategy e ar en t m an uc •Cost analysis tb ag •Focus ea ts a em t •Better planning en na Ro • t en ad Dependency management •Focus gi ge m ne r er & t Bo ar ap •Focus s d
  • 28. Communication
  • 29. Five Lessons Learned
  • 30. Five Lessons Learned 1. A roadmap is a marketing tool and should not be owned by R&D nor sales 2. A formal board with all relevant stakeholders is a must-have (discussion: voting /veto/agree-all?) 3. Roadmap must be fully aligned with vision & product strategy 4. A well designed and printed document is more convincing than a black & white print with borders 5. Assume your competitors will somehow obtain a copy
  • 31. Open for business martinvm@gx.nl twitter.com/martinvm