ProductCamp Amsterdam Session 7 Martin van Mierloo

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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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  • ProductCamp Amsterdam Session 7 Martin van Mierloo

    1. 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. 2. * Roadmapping at GX Lessons Learned Martin van Mierloo Product Manager GX
    3. 3. * Roadmapping at GX Lessons Learned Martin van Mierloo Product Manager GX * disclaimer
    4. 4. Todays cast Mr Competitor Mr Customer Mr Sales Mr Product Mr CEO Manager Mr R&D
    5. 5. What?
    6. 6. What? Why?
    7. 7. What? Why? Who?
    8. 8. What? Why? Who? How?
    9. 9. What? Why? Who? How? In this story: Different kinds of roadmaps Roadmap strategy GX Timeline Communication Tooling Lessons Learned
    10. 10. Several kinds of roadmaps Q1 Q2 Q3
    11. 11. Several kinds of roadmaps Sales Q1 Q2 Q3
    12. 12. Several kinds of roadmaps Sales R&D Q1 Q2 Q3
    13. 13. Several kinds of roadmaps Sales R&D Customers Q1 Q2 Q3
    14. 14. A logical process Mr CEO Mr Product Manager Mr R&D Mr Sales
    15. 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. 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. 17. Product Strategy #3 and #4 From: M. Porter’s generic strategies
    18. 18. Timeline at GX
    19. 19. Timeline at GX 9. 0 re le as e
    20. 20. Timeline at GX 9. Pr 0 od re u ct le he as e ar tb ea t
    21. 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. 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. 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. 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. 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. 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. 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. 28. Communication
    29. 29. Five Lessons Learned
    30. 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. 31. Open for business martinvm@gx.nl twitter.com/martinvm

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