PCT2010 - Structuring a PM team

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Discussions on ways to create and grow product management teams. There are few standards on how to structure teams of product managers and product marketers. The aim is to get attendees to discuss what they’ve seen in their experience that worked and didn’t work and why.

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PCT2010 - Structuring a PM team

  1. 1. How to Structure a Product Management Team ANDREW SCHMIED BUSINESS ADVISOR www.productcamp.org/toronto May 30, 2010 – Ted Rogers School of Management, Ryerson University
  2. 2. WHAT TYPE OF BUSINESS? Environmental Health Financial Entertainment Social Media Software Hardware Services Enterprise Consumer Federal Regulated b2b / b2c ProductCamp Toronto – MAY 30, 2010
  3. 3. WHICH PRODUCT PORTFOLIO? In Transition Commodity Vertical Mainstream New Technology ProductCamp Toronto – MAY 30, 2010
  4. 4. WHERE IN THE BUSINESS CYCLE? 700  Start-up 600 500  Established 400 300  Mature 200 100  Profitable 0  Leadership  Follower ProductCamp Toronto – MAY 30, 2010
  5. 5. WHO ARE THE LEADERS?  Development driven  Marketing driven Product  Vertical Marketing Assistant  Flat Sr. Product Product Manager Manager Product Support Program Planner Release Manager Manager Business Analyst ProductCamp Toronto – MAY 30, 2010
  6. 6. START WITH…OWNERSHIP Product Management must Define innovative products Drive competitively paced development Package easily consumed solutions Launch uniquely to market Support self-driven channels Repeat success Responsibility is total ProductCamp Toronto – MAY 30, 2010
  7. 7. What company is a benchmark for product excellence? ProductCamp Toronto – MAY 30, 2010
  8. 8. Apple Apple to $248.52, for a market cap of $226.1 billion Microsoft to $25.50, for a market cap of $223.5 billion May 26, 2010 Apple has the best organization for empowering product creativity Apple has the best organization for managing vision into reality Apple has the best organization for creating intense product demand ProductCamp Toronto – MAY 30, 2010
  9. 9. Apple “To turn really interesting ideas and fledgling technologies into a company that can continue to innovate for years, it requires a lot of disciplines.” Steve Jobs Inflection Point iPod (all-touch interface) iTunes Store Windows compatibility ProductCamp Toronto – MAY 30, 2010
  10. 10. …or Microsoft? "Where do we go, how do we make products that are more innovative, more popular, how do we make more profit …there is no technology company in the planet that is as profitable as we are and I am certainly proud of that.” Steve Ballmer Inflection Point Windows 95 ProductCamp Toronto – MAY 30, 2010
  11. 11. WHAT WAS THE GAME CHANGER? Innovative products Competitively paced development Easily consumed solutions Unique launch to market Self-driven channels Defined, driven, packaged, launched and supported by Product Management ProductCamp Toronto – MAY 30, 2010
  12. 12. WHICH ROLES MADE IT HAPPEN? Problem Solvers Believers Product Product Support Planners Release Visionaries Writers Leaders Managers Strategic Tacticians Program Strategists Alliance Managers Managers Motivators Product Mktg Business Evangelists Managers Analysts Product Managers ProductCamp Toronto – MAY 30, 2010
  13. 13. WHAT TOOLS DID THEY UTILIZE? ProductCamp Toronto – MAY 30, 2010
  14. 14. WHAT WERE THEIR CHALLENGES?  Workload  Insufficient planning  Lack of empowerment  Team conflict  Poor communication  Insufficient resources  Relationship barriers  Lack of recognition ProductCamp Toronto – MAY 30, 2010
  15. 15. Guiding Elements for Product Management Teams ProductCamp Toronto – MAY 30, 2010
  16. 16. DNA What is the company leadership’s philosophy? High involvement or herding cats? What is the industry pace? A sprint or marathon? What is the cost of failure? Is every bet all in? Product Management is responsible for its own success  Every role is strategic  Each participant is an owner  All investments require solid return 1 in 4 S&P 500 companies will be gone in 10 years Ackoff Center for the Advancement of Systems Approaches, 2010 ProductCamp Toronto – MAY 30, 2010
  17. 17. KUBA “RELIGION” Knowledge Company, Customer, Competition KU Understanding KU BA Market, Technology, Psychology BA Belief Goals, Direction, Team Action The market waits for no one ProductCamp Toronto – MAY 30, 2010
  18. 18. CONFLICT “COOPERATION IS OVERRATED” Innovation wins Revolution over Evolution The strong survive Weak hands show early The best defense is a good offense Repeatedly Support must be driven by necessity ProductCamp Toronto – MAY 30, 2010
  19. 19. PERFORMANCE “INDIVIDUAL OUTPUT IS THE KEY METRIC”  Leadership owns team results  Performance measurements are validated by the market  Level of ownership = Level of reward  Team growth is impossible without competition  Manufactured change can be healthy ProductCamp Toronto – MAY 30, 2010
  20. 20. UNIFIED LINK MODEL TM Research Planning Marketing Execution Market Requirements Positioning Evangelism Analysis SWOT Features Collateral Sales Support Competitive Roadmap Launch Success Analysis Analysis Team Performance Team Performance Team Performance Team Performance ProductCamp Toronto – MAY 30, 2010
  21. 21. THANK YOU ANDREW SCHMIED andrew.schmied@gmail.com +1 647.295.9060 ProductCamp Toronto – MAY 30, 2010

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