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PM Becomes More Strategic
 

PM Becomes More Strategic

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Tom Grant's presentation on the forces that are pushing PM into an increasingly strategic role. Agile, social media, tech savvy buyers--these and other trends in the tech industry are pointing PM in ...

Tom Grant's presentation on the forces that are pushing PM into an increasingly strategic role. Agile, social media, tech savvy buyers--these and other trends in the tech industry are pointing PM in the same direction.

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    PM Becomes More Strategic PM Becomes More Strategic Presentation Transcript

    • PM Becomes More Strategic And What It Means For You Tom Grant Senior Analyst Forrester Research March 2010
    • For more information
      • For a copy of one of today’s presentations and to download a Product Management & Marketing Toolkit, visit www.forrester.com/pcampaustin
      • Toolkit includes:
      • 3 pieces of free research
      • 1 hour-long recorded Webinar “2010 Priorities for B2B Tech Community Marketing”
    • Agenda
      • How do we know if PM is strategic?
      • What is making PM strategic?
      • What does this mean for me?
    • Agenda
      • How do we know if PM is strategic?
      • What is making PM strategic?
      • What does this mean for me?
    • How do we know if PM is strategic?
      • Who’s my boss?
        • More reporting to CEOs or GMs
      • What’s my job?
        • Greater clarity and specialization
      • Do I have the skills and experiences?
        • Higher bar, emphasis on people and business skills
    • How do we know if PM is strategic?
      • What’s my deliverable?
        • Strong interest in recycling for different uses and audiences
      • How do you measure my perforamnce?
        • More directly tied to business outcomes
      • What’s my authority?
        • Less ambiguous decision-making power
    • Agenda
      • How do we know if PM is strategic?
      • What is making PM strategic?
      • What does this mean for me?
    • New challenges, common responses Smart investments Clearly articulated value Go-to-market excellence Market mastery CHALLENGES RESPONSES Social media Customers expect a two-way conversation SaaS/cloud Customers see, try, maybe buy, maybe leave Tech adoption We’re dealing with more stakeholders Recession We need to re-think our business, perhaps taking new risks Innovation Someone needs to shepherd the process from ideation to adoption Agile We can develop faster, but can we deliver?
    • Who can meet the challenge? Smart investments Clearly articulated value Go-to-market excellence Social media SaaS/cloud Business technology (BT) Recession Innovation Agile CHALLENGES Company perspective Business & technology acumen Company ubiquity Market mastery RESPONSES Customer & market intelligence PM STRENGTHS
    • Agile Customers Partners Sales, marketing, and other externally- facing groups Development Agile is more than just faster iterations, and it changes more than just development. Given their position and expertise, PMs need to be leaders of this transition.
    • Social media INBOUND VENDOR CUSTOMERS These people expect a two-way conversation, and for us to follow up! And they’re talking to each other! Should we just let them vote on the product roadmap? If not, how do we make product decisions that work for both us and the customers? PM is the obvious candidate to figure out how social media factor into the product development process. But where does this fit into the to-do list? How do you use this information effectively? OUTBOUND
    • A methodology for inbound social media PERSONA LOCATION OPTIONS Who is the target user or stakeholder? What problems do they face? What tasks do they perform? How do people in this demographic use social media? Where can I find them? What is the question that we want to pose? What are the options among which we’re choosing? TEST How do we get a credible, actionable answer?
    • SaaS/cloud BEFORE: ON PREMISE AFTER: ON DEMAND What’s the same? What’s different?
    • Business technology Product marketing is the fine art of understanding the stakeholders and figuring out what’s interesting to them. Not all stakeholders are the same. Frequency of use, discussion forums/communities as sources of ERP advice, by stage Source: B2B North American and European B2B Social Technographics Online Survey, Q4 2008
    • Innovation Ideas can and should come from everywhere, both inside and outside the company. However, PM is best positioned to see the idea through, or pull the plug if needed. Is this a good idea? Is there a real market for us? Are we ready? What should we build? IDEATION EXPLORATION DEVELOPMENT GO TO MARKET
    • Agenda
      • How do we know if PM is strategic?
      • What is making PM strategic?
      • What does this mean for me?
    • Present this picture to your management Smart investments Clearly articulated value Go-to-market excellence Social media SaaS/cloud Business technology (BT) Recession Innovation Agile CHALLENGES Company perspective Business & technology acumen Company ubiquity Identify the strategic challenges in your company Determine what’s necessary to resolve them Propose how strategic PM will make this strategy successful Market mastery SOLUTION Customer & market intelligence PM STRENGTHS
    • Build credibility and leverage
      • Determine what matters to executive management
        • EX: Aligning company, portfolio, product goals
      • Become the guardian of company performance metrics
        • EX: Customer satisfaction, post-launch readiness
      • Build a repository of useful customer and market intelligence
        • EX: Personas, user stories, solutions architectures
      • Propose a new innovation process
        • EX: Rapid market testing and adjustment at each phase
    • Balance authority and accountability
      • Pick reasonable objectives with real business outcomes
        • EX: Shorten sales cycle
      • Make them shared objectives
        • EX: Shared responsibility of PM, Sales, Marketing
      • Measure, measure, measure
        • EX: Frequency of sales bottlenecks
      • Market, market, market
        • EX: Make sales training less about products, more about successful implementations
    • Define strategic PM
      • Do a brutally frank assessment of your department
        • EX: In an Agile organization, how can we juggle both tactical and strategic questions?
      • Create specializations
        • EX: Portfolio manager, product manager, product owner
      • Insist on decision-making power
        • EX: No project goes forward unless a PM can explain how it meets the following criteria…
      • Insist on clear boundaries
        • EX: If we’re going to focus more on requirements, or support social media, someone else needs to shoulder sales enablement more
    • Try some bigger changes
      • Propose field certification
        • EX: Sales training ends with a presentation…
      • Abolish the idea of customer
        • EX: Embrace and evangelize user stories
      • Replace the words “product” and “service” with “value”
        • EX: Shift from product management to solutions or portfolio management
      • Throw out the old concepts of release and launch
        • EX: Our measure of launch is a threshold of value, not just something new
    • Thank you
      • Name
      • +1 650.581.3846
      • [email_address]
      • www.forrester.com
      • Blogs.forrester.com/tom_grant
      • Blogs.forrester.com/product_management
      • @TomGrantForr
    • please thank our sponsors