Proficientz - A New Class of Product Manager

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When individual product plans and strategies aren’t enough to satisfy the organization’s aggressive growth goals, it creates a huge gap between corporate goals and product initiatives. When that gap …

When individual product plans and strategies aren’t enough to satisfy the organization’s aggressive growth goals, it creates a huge gap between corporate goals and product initiatives. When that gap exists, “shiny new object” syndrome kicks in and product teams are forced to react to every new idea or opportunity that promises to remedy the organization’s growth challenges. Something has to change! It’s time for a new class of product manager to close the gap.

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  • 1. A New Class of Product Manager… Because Something Has to Change! John Mansour Copyright 2012 Proficientz, Inc. All rights reserved
  • 2. Industry Issues Are BIG & BROAD!Business Financial Healthcare & High-Tech Manufacturing TelecomServices Services Life Sciences & Software 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 3. Products Are Narrow & Deep! 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 4. Product Teams Manage Products Product Strategy Product Execution 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 5. Where’s the Disconnect? Copyright 2012 Proficientz, Inc. All rights reserved
  • 6. Product Strategies Corporate Goals & Objectives Product 1 Strategy Product 2 Strategy Product 3 Strategy Product 1 Product 2 Product 3 Execution Execution Execution 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 7. The Gaping Hole How will we meet our Execution &Corporate Goals Resource goals & create Utilization unique value? 2012 Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 8. SHINY NEW OBJECT Syndrome! Every market opportunity and every product idea is a good one! 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 9. Stop the Insanity? 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 10. What If… Portfolio Longer Investment A B C D Term Goals Priorities (Problems we need to solve) Longer Term Growth Markets Corporate Market & Goals & Portfolio Objectives Strategy Marketing Short & Sales Term A B C Goals Priorities (Problems we solve)Copyright 2012 Proficientz, Inc. All rights reserved Short Term Revenue Markets
  • 11. You Need Product Managers Who Don’t Own Products Because… Copyright 2012 Proficientz, Inc. All rights reserved
  • 12. Teams Operating Like This… Product 1 Strategy Product 2 Strategy Product 3 Strategy Product 1 Product 2 Product 3 Execution Execution Execution 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 13. Don’t Support This Long Portfolio er Investment Term B C Priorities Goals A D (Problems we need to solve) Longer Term Growth Markets Corporate Market & Goals & Portfolio Objectives Strategy Marketing Short & Sales Term A B C Goals Priorities (Problems we solve) Short Term Revenue Markets 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 14. Introducing thePortfolio ManagerNo Product Ownership! Copyright 2012 Proficientz, Inc. All rights reserved
  • 15. Continuum of Expertise User Processes Market Segment Operational (industry) & Product Business Practices Dynamics Expertise Portfolio Manager Product Owner Product Manager 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 16. The Portfolio Manager Domain What’s Not to Love? • No Product Ownership • Out of the Building 35% - 50% Macro Solution Strategic Thought High-Impact Portfolio Showcase Market Positioning Sales Leadership Opportunities Strategy CustomersDynamics & Messaging Support Opportunities 2012 Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 17. Portfolio Managers Horizontal Vertical Hybrid • Same business • Vertical/Industry • Vertical focus with few disciplines – multiple specific products horizontal products verticals/industriesCopyright 2012 Proficientz, Inc. All rights reserved
  • 18. A Simple Example Year 1 Year 2 Year 3 $1.00 $1.30 $1.70 Revenue Revenue Revenue Goal Goal Goal A A B C 50% C B 30% 40% B C D A 30% 30% 30% 30% 20% 20% 20% 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 19. Priorities That Transcend Products Product 1 Product 1 High- High Impact Impact Solution A Solution B Product Product Product Product 3 2 6 5 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 20. Portfolio Investment Priorities Portfolio Manager 1. High Impact Solutions (High Market Value) Product Owner 2. Product Enhancements (High Customer Value) 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 21. Portfolio Teams Create Market Value Market & Portfolio Strategy Product Execution - Strategic Focus 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm
  • 22. Copyright 2012 Proficientz, Inc. All rights reserved
  • 23. Elevate the Strategic Value of Your Team! John Mansour Copyright 2012 Proficientz, Inc. All rights reserved
  • 24. Download the White Paper 2012Copyright 2011 Proficientz, Inc. All rights reserved @proficientzppm