PM Becomes Strategic…Are You Ready?<br />Tom Grant<br />Senior analyst,forrester Research<br />
Tech vendors are asking PM to play an increasingly strategic role. That’s a good thing as long as you’re ready to take on ...
Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me? <br />
Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
How do we know if PM is strategic?<br />Who’s my boss?<br />More reporting to CEOs or GMs<br />What’s my job?<br />Greater...
How do we know if PM is strategic?<br />What’s my deliverable?<br />High-value content for many consumers<br />How do you ...
The new PM archetype<br />CEO, GM, or other executive<br />PRODUCTMANAGEMENT<br />PRODUCTMARKETING<br />Outbound<br />Inbo...
Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
New challenges, common responses<br />CHALLENGES<br />Agile<br />We can develop faster, but can we deliver?<br />Social me...
Agile: the challenge<br />            Customers<br />Partners<br />Sales, marketing, and other externally-facing groups<br...
Agile: PM’s response<br />PMs must juggle the services they provide to the development team with other responsibilities, i...
Social media: the challenge<br />OUTBOUND<br />INBOUND<br />CUSTOMERS<br />VENDOR<br />Whether or not you invest in social...
Social media: PM’s response<br />“Which of the following would motivate you to participate in social activity — or partici...
SaaS/cloud: the challenge<br />BEFORE:<br />ON PREMISE<br />AFTER:<br />ON DEMAND<br />PRODUCT<br />PRICING<br />CUSTOMERS...
SaaS/cloud: PM’s response<br />Define releases as the interval between when you can deliver new value, and the customer is...
Innovation: the challenge<br />CONCEIVE<br />TEST<br />BUILD<br />DELIVER<br />ADOPT<br />ASSESS<br />IDEAS<br />VALUE<br ...
Innovation: PM’s response<br />PMs must be “innovation coaches” at every stage of the game.<br />
Business technology: the challenge<br />Frequency of use, discussion forums/communities as sources of ERP advice, by stage...
Business technology: PM’s response<br />PMs must focus more on the social science parts of their job.<br />
Portfolio: the challenge<br />OUR PORTFOLIO<br />CUSTOMER SOLUTIONS<br />Finance<br />Manage resources efficiently<br />Co...
Portfolio: PM’s response<br />Make the portfolio the measure of products. Enforce product alignment with the portfolio.<br />
Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
Define strategic PM<br />Do a brutally frank assessment of your department<br />EX: In an Agile organization, how can we j...
Build credibility and leverage<br />Determine what matters to executive management<br />EX: Aligning company, portfolio, p...
Balance authority and accountability<br />Pick reasonable objectives with real business outcomes<br />EX: Shorten sales cy...
Try some bigger changes<br />Propose field certification<br />EX: Sales training ends with a presentation…<br />Abolish th...
Thank you<br />Name<br />+1 650.581.3846 <br />tgrant@forrester.com<br />www.forrester.com<br />Blogs.forrester.com/tom_gr...
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PCT2010 - PM becomes strategic. Are you ready

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In response to big industry trends, tech companies need their employees to play an increasingly strategic role. But how do you know what it means to be a “strategic PM”? What should you be doing, or not doing? And what skills, experiences, or tools are required?

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PCT2010 - PM becomes strategic. Are you ready

  1. 1. PM Becomes Strategic…Are You Ready?<br />Tom Grant<br />Senior analyst,forrester Research<br />
  2. 2. Tech vendors are asking PM to play an increasingly strategic role. That’s a good thing as long as you’re ready to take on those responsibilities.<br />
  3. 3. Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me? <br />
  4. 4. Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
  5. 5. How do we know if PM is strategic?<br />Who’s my boss?<br />More reporting to CEOs or GMs<br />What’s my job?<br />Greater clarity and specialization<br />Do I have the skills and experiences?<br />Higher bar, emphasis on people and business skills<br />
  6. 6. How do we know if PM is strategic?<br />What’s my deliverable?<br />High-value content for many consumers<br />How do you measure my performance?<br />More directly tied to business outcomes<br />What’s my authority?<br />Less ambiguous decision-making power<br />
  7. 7. The new PM archetype<br />CEO, GM, or other executive<br />PRODUCTMANAGEMENT<br />PRODUCTMARKETING<br />Outbound<br />Inbound<br />Customer intelligence<br />Market intelligence<br />Roadmap<br />Portfolio<br />Stakeholders<br />Use cases<br />Adoption<br />Social media<br />Etc.<br />
  8. 8. Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
  9. 9. New challenges, common responses<br />CHALLENGES<br />Agile<br />We can develop faster, but can we deliver?<br />Social media<br />Customers expect a two-way conversation<br />RESPONSES<br />Understand the market<br />SaaS/cloud<br />Customers see, try, maybe buy, maybe leave<br />Articulate value clearly<br />Business technology<br />We’re dealing with more stakeholders<br />Invest carefully<br />Deliver, deliver, deliver<br />Recession<br />We need to re-think our business, perhaps taking new risks<br />Portfolio<br />What is the value we’re delivering our customers?<br />Innovation<br />Someone needs to shepherd the process from ideation to adoption<br />
  10. 10. Agile: the challenge<br /> Customers<br />Partners<br />Sales, marketing, and other externally-facing groups<br /> Development<br />
  11. 11. Agile: PM’s response<br />PMs must juggle the services they provide to the development team with other responsibilities, including the ripple effects of Agile.<br />
  12. 12. Social media: the challenge<br />OUTBOUND<br />INBOUND<br />CUSTOMERS<br />VENDOR<br />Whether or not you invest in social media, customers will be talking about you.<br />
  13. 13. Social media: PM’s response<br />“Which of the following would motivate you to participate in social activity — or participate more — for work purposes?” (Up to three responses accepted)<br />Using social media in this fashion is a new discipline (PLOT) that doesn’t come for free.<br />Source: Forrester’s North American and European B2B Social Technographics Online Survey, Q1 2010<br />Base: 793 BT decision makers at companies with 100 or more employees<br />
  14. 14. SaaS/cloud: the challenge<br />BEFORE:<br />ON PREMISE<br />AFTER:<br />ON DEMAND<br />PRODUCT<br />PRICING<br />CUSTOMERS<br />PARTNERS<br />RELEASES<br />MARKETING<br />What’s the same?What’s different?<br />ETC. ETC. ETC.<br />
  15. 15. SaaS/cloud: PM’s response<br />Define releases as the interval between when you can deliver new value, and the customer is ready to receive it.<br />
  16. 16. Innovation: the challenge<br />CONCEIVE<br />TEST<br />BUILD<br />DELIVER<br />ADOPT<br />ASSESS<br />IDEAS<br />VALUE<br />At each stage, vendors must make critical decisions, based on both business and technical criteria<br />…And are learning to appreciate these stages.<br />Tech vendors have stressed these stages…<br />
  17. 17. Innovation: PM’s response<br />PMs must be “innovation coaches” at every stage of the game.<br />
  18. 18. Business technology: the challenge<br />Frequency of use, discussion forums/communities as sources of ERP advice, by stage<br />Source: B2B North American and European B2B Social Technographics Online Survey, Q4 2008<br />
  19. 19. Business technology: PM’s response<br />PMs must focus more on the social science parts of their job.<br />
  20. 20. Portfolio: the challenge<br />OUR PORTFOLIO<br />CUSTOMER SOLUTIONS<br />Finance<br />Manage resources efficiently<br />ConfigurationsIntegrations<br />AdoptionMarketingSales<br />Support<br />Human resources<br />Adapt to marketplace changes<br />Supply chain management<br />Decrease corporate risk<br />Dashboards and reporting<br />Portfolios are a strategic bet that you will provide valuable assistance in addressing business problems.<br />Auditing?<br />
  21. 21. Portfolio: PM’s response<br />Make the portfolio the measure of products. Enforce product alignment with the portfolio.<br />
  22. 22. Agenda<br />How do we know if PM is strategic?<br />What is making PM strategic?<br />What does this mean for me?<br />
  23. 23. Define strategic PM<br />Do a brutally frank assessment of your department<br />EX: In an Agile organization, how can we juggle both tactical and strategic questions?<br />Create specializations<br />EX: Portfolio manager, product manager, product owner<br />Insist on decision-making power<br />EX: No project goes forward unless a PM can explain how it meets the following criteria…<br />Insist on clear boundaries<br />EX: If we’re going to focus more on requirements, or support social media, someone else needs to shoulder sales enablement more<br />
  24. 24. Build credibility and leverage<br />Determine what matters to executive management<br />EX: Aligning company, portfolio, product goals<br />Become the guardian of company performance metrics<br />EX: Customer satisfaction, post-launch readiness<br />Build a repository of useful customer and market intelligence<br />EX: Personas, user stories, solutions architectures<br />Propose a new innovation process<br />EX: Rapid market testing and adjustment at each phase<br />
  25. 25. Balance authority and accountability<br />Pick reasonable objectives with real business outcomes<br />EX: Shorten sales cycle<br />Make them shared objectives<br />EX: Shared responsibility of PM, Sales, Marketing<br />Measure, measure, measure<br />EX: Frequency of sales bottlenecks<br />Market, market, market<br />EX: Make sales training less about products, more about successful implementations<br />
  26. 26. Try some bigger changes<br />Propose field certification<br />EX: Sales training ends with a presentation…<br />Abolish the idea of customer<br />EX: Embrace and evangelize user stories<br />Replace the words “product” and “service” with “value”<br />EX: Shift from product management to solutions or portfolio management<br />Throw out the old concepts of release and launch<br />EX: Our measure of launch is a threshold of value, not just something new<br />
  27. 27. Thank you<br />Name<br />+1 650.581.3846 <br />tgrant@forrester.com<br />www.forrester.com<br />Blogs.forrester.com/tom_grant<br />Blogs.forrester.com/product_management<br />@TomGrantForr<br />

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