Design-Driven
Product Line and
Portfolio Management
Matt Mayfield
IIT Institute of Design, Chicago
Assistant Dean, Academi...
Matt Mayfield
Academic
2004-present

IIT Institute of Design, Chicago
- Graduate and PhD programs in advanced Design
- Emph...
Areas of experience
Consumer

• Motorola
• Amway
• Texas Instruments

• McDonalds

• Polycom
• Monsanto • SC Johnson
• Bax...
IIT Institute of Design
The evolution of the
field of design has
led to intersecting
areas of study

Strategy &
Planning
In...
Product
management is
increasingly
difficult...
Matt Mayfield . Dec 2013
Matt Mayfield . Dec 2013 . image: http://en.wikipedia.org/wiki/Supermarket
Matt Mayfield ..Dec 2013 . image: http://isabellesfishbowl.files.wordpress.com/2012/02/img_0657.jpg
Matt Mayfield Dec 2013
The challenge

Capability

How to make
things/services

What’s worth
making
Then

Matt Mayfield . Dec 2013 . source: Patri...
Matt Mayfield . Dec 2013 . image: http://www.zdnet.com/blog/btl/
100%

Broadband video player

Tangential opportunities in mobile wireless

Enterprise VPN/Security
Broadband audio player
...
Traditional
tools are
limited...
Matt Mayfield . Dec 2013
Matt Mayfield . Dec 2013 . image: http://market.qlikview.com/idiscover-for-imis.html
Matt Mayfield ..Dec 2013 . image: http://newsroom.blogs.cnn.com/2013/04/15/a-rather-rare-weather-prediction/
Matt Mayfield...
Matt Mayfield ..Dec 2013 . images: wikimedia.org/wikipedia/commons/2/2b/ and http://news.mynavi.jp/news/2001/05/23/10l.jpg...
What now...?
Matt Mayfield . Dec 2013
Simplified view of Innovation
Stepping back from the details

Analysis
• Examine market
• Know customers
• Generate option...
Simplified view of Innovation
Stepping back from the details

Analysis
• Examine market
• Know customers
• Generate option...
Planning also requires two perspectives
Strategy

Portfolio
Planning

Definition
Matt Mayfield . Dec 2013
Planning also requires two perspectives
Strategy

Portfolio
Planning

Definition
Matt Mayfield . Dec 2013
Planning also requires two perspectives
Strategy

Portfolio
Planning

Definition
Matt Mayfield . Dec 2013
Challenges that design can help with
Strategy

Analysis

Synthesis

Definition
Matt Mayfield . Dec 2013
Challenges that design can help with
Strategy
Partial
context
Analysis

Synthesis

Definition
Matt Mayfield . Dec 2013
Challenges that design can help with
Strategy
Partial
context
Analysis

Synthesis
Random
options

Definition
Matt Mayfield...
Challenges that design can help with
Strategy
Partial
context

Dull
decisions

Analysis
Random
options

Definition
Matt Ma...
Strategy

Analysis

Partial
context

Dull
decisions
Random
options
Definition

Challenge 1

Integrating the
context
Matt Ma...
Context has many elements

Company

Matt Mayfield . Dec 2013

Customers

Competition
Competencies
Useful for focus, can
sometimes be too narrowing
Goals
strategic goals are often
implicit and emergent
Positi...
Matt Mayfield ..Dec 2013 . image: http://img1.etsystatic.com/000/0/5715016/
Matt Mayfield Dec 2013
Form

Apple iPad mini 2

Samsung Galaxy Tab 3

Lenovo Miix 2

Acer Iconia W3

Matt Mayfield ..Dec 2013 . images: http://ww...
Form

Category
Apple
iPod
touch

Apple iPad mini 2

Samsung Galaxy

Google Nexus 10
Samsung Galaxy Tab 3

Motorola DROID X...
Form

Category

Benefit

Apple
iPod
touch
Sony Playstation Vita

Apple iPad mini 2

Samsung Galaxy

Amazon Kindle Fire HDX
...
Form

Category

Benefit

Entertainment

Apple
iPod
touch
Sony Playstation Vita

Apple iPad mini 2

Samsung Galaxy

Communic...
Integrated and interpreted context

Company
• Position
• Pain

Matt Mayfield . Dec 2013

Customers
• Activities
• Adoption...
Context of Healthcare & Mobile Technology
Product and service
directions

Dimensions of
customers and
competitive drivers
...
Strategy

Analysis

Partial
context

Dull
decisions

Synthesis

Random
options
Definition

Challenge 2

Directing meaningfu...
Looking for the innovation sweet spot...
Desirable
Valued
benefits

Possible
Technology
capability

Viable
Sustainable
profi...
...requires cross-disciplinary teamwork
Design

Desirable
Valued
benefits

Marketing

Engineering
Possible
Technology
capab...
Matt Mayfield . Dec 2013 . image: http://www.albemarle.edu/news/397/511/QEP-Brainstorming-Session-at-COA
Simplified view of Innovation
Basic brainstorming is ineffective

Traditional “rules”

result in...

Focus on quantity

......
Simplified view Innovation
Know whatofyou are solving for

New / Better product experiences
New / Better business models
N...
Simplified view of Innovation
Better tools and techniques

Customer Journey
Context modeling

Co-Design /
Participatory De...
Strategy

Analysis

Partial
context

Dull
directions
Random
options
Definition

Challenge 3

Leading powerful
directions
Ma...
Scorecards can help...
LOW

MED-LOW

MED-HIGH

HIGH

Strategic Alignment &
Importance

Not important to
business; low impa...
Scorecards can help...
LOW

MED-LOW

MED-HIGH

HIGH

Strategic Alignment &
Importance

Not important to
business; low impa...
...but decision making can be biased
Anchoring
difficulty revisiting initial assessments however inaccurate
Emotional taggin...
Matt Mayfield . Dec 2013 . source: Sir Patrick Moore (1969) & http://en.wikipedia.org/wiki/List_of_lunar_features
Matt Mayfield . Dec 2013 . source: Chesley Bonestell, The Great Wall. “Conquest of Space” (1949) Life Magazine
Matt Mayfield . Dec 2013 . sources: Motorola, Domus Academy, ReadyToPresent
Where does this
leave us?
Matt Mayfield . Dec 2013
Ultimately, management is leadership

Matt Mayfield . Dec 2013
Ultimately, management is leadership

option 1

Matt Mayfield . Dec 2013
Ultimately, management is leadership

option 1
option 2

Matt Mayfield . Dec 2013
Which is increasingly hard

Capability

How to make
things/services

What’s worth
making
Then

Matt Mayfield . Dec 2013 . ...
Design can help

Fully integrated
context
Matt Mayfield . Dec 2013

Directed and
meaningful options

Compelling and
powerf...
Mintzberg: Strategic Thinking as “Seeing”

Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seei...
Mintzberg: Strategic Thinking as “Seeing”

Ahead

Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking a...
Mintzberg: Strategic Thinking as “Seeing”

Behind

Ahead

Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Th...
Mintzberg: Strategic Thinking as “Seeing”
Above

Behind

Ahead

Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strate...
Mintzberg: Strategic Thinking as “Seeing”
Above

Behind

Ahead

Below

Matt Mayfield . Dec 2013 . source: Henry Mintzberg ...
Mintzberg: Strategic Thinking as “Seeing”
Beyond
Above

Behind

Ahead

Below

Beside

Matt Mayfield . Dec 2013 . source: H...
Mintzberg: Strategic Thinking as “Seeing”
Beyond
Above

Behind

Ahead

Below

Beside

Matt Mayfield . Dec 2013 . source: H...
Thank you
Matt Mayfield
mayfield@id.iit.edu
www.linkedin.com/in/mayfield
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2013: Design-Driven Product Management

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A talk given at the Tsinghua International Design Management Symposium in Schenzhen Dec 2013

Published in: Design, Business, Technology
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2013: Design-Driven Product Management

  1. 1. Design-Driven Product Line and Portfolio Management Matt Mayfield IIT Institute of Design, Chicago Assistant Dean, Academics
  2. 2. Matt Mayfield Academic 2004-present IIT Institute of Design, Chicago - Graduate and PhD programs in advanced Design - Emphasis on disciplined methods for guiding innovation Corporate 2001-2008 Motorola Mobility (now a part of Google) - Mobile devices/services strategy and planning - Emphasis on understanding the impact of mobility on daily life Consulting 1992-2001 Doblin Group (now a part of Deloitte) - Innovation & strategy consulting - Emphasis on user-centered techniques for business innovation Matt Mayfield . Dec 2013
  3. 3. Areas of experience Consumer • Motorola • Amway • Texas Instruments • McDonalds • Polycom • Monsanto • SC Johnson • Baxter Medical • SAS Airlines Service • Sto Corp • Wierton Steel • Haworth furniture B2B Matt Mayfield . Dec 2013 Product
  4. 4. IIT Institute of Design The evolution of the field of design has led to intersecting areas of study Strategy & Planning Interaction Design User Research Matt Mayfield . Dec 2013 Product Design Systems & Platforms Comm. Design
  5. 5. Product management is increasingly difficult... Matt Mayfield . Dec 2013
  6. 6. Matt Mayfield . Dec 2013 . image: http://en.wikipedia.org/wiki/Supermarket
  7. 7. Matt Mayfield ..Dec 2013 . image: http://isabellesfishbowl.files.wordpress.com/2012/02/img_0657.jpg Matt Mayfield Dec 2013
  8. 8. The challenge Capability How to make things/services What’s worth making Then Matt Mayfield . Dec 2013 . source: Patrick Whitney, IIT Institute of Design Now
  9. 9. Matt Mayfield . Dec 2013 . image: http://www.zdnet.com/blog/btl/
  10. 10. 100% Broadband video player Tangential opportunities in mobile wireless Enterprise VPN/Security Broadband audio player Broadband camcorder 80% CAGR% 2009-2013 Broadband digital still camera 60% Memory keeping/sharing eBook Navigation Eco 40% Music streaming 20% 0% -10% ? ? ? Professional healthcare Digital picture frame Personal care & wellness Enterprise unified communication Enterprise mobile broadband Advertising MID Music on demand Wearables Netbook Mobile TV Coordinate Education Parenting & family monitoring Mobile banking UMPC Consumer IM Access Outdoor/rugged phone Video on demand Gaming Mobile payment Pets tracking Ringback tone PND Ring tone Wallpaper Broadband VoIP Consumer SMS Game Personal safety Mobile Social Networking console Hospitality wayfinding Consumer Email Fashion / Consumer MMS Luxury phone VR/TTS $60 $0 Elderly phone $2 $4 $10 $20 $35 2011 Expected Market Value Chain Revenue ($bil) Matt Mayfield . Dec 2013
  11. 11. Traditional tools are limited... Matt Mayfield . Dec 2013
  12. 12. Matt Mayfield . Dec 2013 . image: http://market.qlikview.com/idiscover-for-imis.html
  13. 13. Matt Mayfield ..Dec 2013 . image: http://newsroom.blogs.cnn.com/2013/04/15/a-rather-rare-weather-prediction/ Matt Mayfield Dec 2013
  14. 14. Matt Mayfield ..Dec 2013 . images: wikimedia.org/wikipedia/commons/2/2b/ and http://news.mynavi.jp/news/2001/05/23/10l.jpg Matt Mayfield Dec 2013
  15. 15. What now...? Matt Mayfield . Dec 2013
  16. 16. Simplified view of Innovation Stepping back from the details Analysis • Examine market • Know customers • Generate options Matt Mayfield . Dec 2013 Synthesis • Choose direction • Specify offerings • Deliver offerings
  17. 17. Simplified view of Innovation Stepping back from the details Analysis • Examine market • Know customers • Generate options Matt Mayfield . Dec 2013 Product Management Synthesis • Choose direction • Specify offerings • Deliver offerings
  18. 18. Planning also requires two perspectives Strategy Portfolio Planning Definition Matt Mayfield . Dec 2013
  19. 19. Planning also requires two perspectives Strategy Portfolio Planning Definition Matt Mayfield . Dec 2013
  20. 20. Planning also requires two perspectives Strategy Portfolio Planning Definition Matt Mayfield . Dec 2013
  21. 21. Challenges that design can help with Strategy Analysis Synthesis Definition Matt Mayfield . Dec 2013
  22. 22. Challenges that design can help with Strategy Partial context Analysis Synthesis Definition Matt Mayfield . Dec 2013
  23. 23. Challenges that design can help with Strategy Partial context Analysis Synthesis Random options Definition Matt Mayfield . Dec 2013
  24. 24. Challenges that design can help with Strategy Partial context Dull decisions Analysis Random options Definition Matt Mayfield . Dec 2013 Synthesis
  25. 25. Strategy Analysis Partial context Dull decisions Random options Definition Challenge 1 Integrating the context Matt Mayfield . Dec 2013 Synthesis
  26. 26. Context has many elements Company Matt Mayfield . Dec 2013 Customers Competition
  27. 27. Competencies Useful for focus, can sometimes be too narrowing Goals strategic goals are often implicit and emergent Position benchmarks are ambiguous Desire to change pain can felt unevenly across the organization Matt Mayfield . Dec 2013
  28. 28. Matt Mayfield ..Dec 2013 . image: http://img1.etsystatic.com/000/0/5715016/ Matt Mayfield Dec 2013
  29. 29. Form Apple iPad mini 2 Samsung Galaxy Tab 3 Lenovo Miix 2 Acer Iconia W3 Matt Mayfield ..Dec 2013 . images: http://www.phoneArena.com and http://www.att.com Matt Mayfield Dec 2013
  30. 30. Form Category Apple iPod touch Apple iPad mini 2 Samsung Galaxy Google Nexus 10 Samsung Galaxy Tab 3 Motorola DROID XYBOARD Lenovo Miix 2 Samsung Galaxy Note Acer Iconia W3 Microsoft Surface Pro 2 Matt Mayfield ..Dec 2013 . images: http://www.phoneArena.com and http://www.att.com Matt Mayfield Dec 2013
  31. 31. Form Category Benefit Apple iPod touch Sony Playstation Vita Apple iPad mini 2 Samsung Galaxy Amazon Kindle Fire HDX Nokia Lumia 1520 HTC One mini Google Nexus 10 Samsung Galaxy Tab 3 Asus G51Jx 3DE Motorola DROID XYBOARD Lenovo Miix 2 Canon Powershot A2600 Samsung Galaxy Note Acer Iconia W3 Microsoft Surface Pro 2 Samsung Netbook Matt Mayfield ..Dec 2013 . images: http://www.phoneArena.com and http://www.att.com Matt Mayfield Dec 2013
  32. 32. Form Category Benefit Entertainment Apple iPod touch Sony Playstation Vita Apple iPad mini 2 Samsung Galaxy Communication Amazon Kindle Fire HDX Nokia Lumia 1520 HTC One mini Google Nexus 10 Samsung Galaxy Tab 3 Productivity Asus G51Jx 3DE Motorola DROID XYBOARD Lenovo Miix 2 Canon Powershot A2600 Samsung Galaxy Note Acer Iconia W3 Microsoft Surface Pro 2 Samsung Netbook Matt Mayfield ..Dec 2013 . images: http://www.phoneArena.com and http://www.att.com Matt Mayfield Dec 2013
  33. 33. Integrated and interpreted context Company • Position • Pain Matt Mayfield . Dec 2013 Customers • Activities • Adoption Competition • Benefits • Differentiation
  34. 34. Context of Healthcare & Mobile Technology Product and service directions Dimensions of customers and competitive drivers Domains of technical innovation Matt Mayfield . Dec 2013
  35. 35. Strategy Analysis Partial context Dull decisions Synthesis Random options Definition Challenge 2 Directing meaningful options Matt Mayfield . Dec 2013
  36. 36. Looking for the innovation sweet spot... Desirable Valued benefits Possible Technology capability Viable Sustainable profits Matt Mayfield . Dec 2013
  37. 37. ...requires cross-disciplinary teamwork Design Desirable Valued benefits Marketing Engineering Possible Technology capability Distribution Matt Mayfield . Dec 2013 Viable Sustainable profits Finance Management
  38. 38. Matt Mayfield . Dec 2013 . image: http://www.albemarle.edu/news/397/511/QEP-Brainstorming-Session-at-COA
  39. 39. Simplified view of Innovation Basic brainstorming is ineffective Traditional “rules” result in... Focus on quantity ...many ideas Withhold criticism ...many bad ideas Welcome unusual ideas ...many silly, bad ideas Build on others’ ideas ...many more, silly, bad ideas Matt Mayfield . Dec 2013
  40. 40. Simplified view Innovation Know whatofyou are solving for New / Better product experiences New / Better business models New / Better market spaces New / Better capabilities Different types of problems require different techniques, and none of them can be finished in a single session. Matt Mayfield . Dec 2013
  41. 41. Simplified view of Innovation Better tools and techniques Customer Journey Context modeling Co-Design / Participatory Design Rapid Prototyping Designing for Growth Jeanne Liedtka Matt Mayfield . Dec 2013 Scenario Road-mapping Concept Systems Experience Storyboards Exposing the Magic of Design Jon Kolko Design-Driven Innovation Roberto Verganti 101 Design Methods Vijay Kumar
  42. 42. Strategy Analysis Partial context Dull directions Random options Definition Challenge 3 Leading powerful directions Matt Mayfield . Dec 2013 Synthesis
  43. 43. Scorecards can help... LOW MED-LOW MED-HIGH HIGH Strategic Alignment & Importance Not important to business; low impact Somewhat supports business Supports business strategy; good impact Aligns well; very important; high impact Product & Competitive Advantage None; neutral customer feedback Limited; marginally superior; OK value Some new benefits; good value; positive feedback Major new benefits; very positive feedback Market Attractiveness Low growth/margins; tough competition Modest market; limited growth Significant market; good growth/margins Large, growing; weaker competition No opportunities; required skills weak Some opportunities; required skills moderate Considerable leverage; skills / resources needed exist Excellent leverage; excellent fit between needs and company Low; big gap; technology new to company Modest; a few hurdles; limited evidence for technical feasibility Good; small gap; some evidence of technical feasibility Straight-forward; have already demonstrated technical feasibility Poor; NPV negative; payback > 5yrs Modest; NPV positive; payback ~ 4yrs Fairly good; NPV positive; payback ~ 2yrs Excellent; NPV positive; payback < 1yr Leverage Core Competencies Technical Feasibility Financial Reward vs. Risk Matt Mayfield . Dec 2013 . source: Robert Cooper (2001) Portfolio Management for New Products Matt Mayfield . Dec 2013
  44. 44. Scorecards can help... LOW MED-LOW MED-HIGH HIGH Strategic Alignment & Importance Not important to business; low impact Somewhat supports business Supports business strategy; good impact Aligns well; very important; high impact Product & Competitive Advantage None; neutral customer feedback Limited; marginally superior; OK value Some new benefits; good value; positive feedback Major new benefits; very positive feedback Market Attractiveness Low growth/margins; tough competition Modest market; limited growth Significant market; good growth/margins Large, growing; weaker competition No opportunities; required skills weak Some opportunities; required skills moderate Considerable leverage; skills / resources needed exist Excellent leverage; excellent fit between needs and company Low; big gap; technology new to company Modest; a few hurdles; limited evidence for technical feasibility Good; small gap; some evidence of technical feasibility Straight-forward; have already demonstrated technical feasibility Poor; NPV negative; payback > 5yrs Modest; NPV positive; payback ~ 4yrs Fairly good; NPV positive; payback ~ 2yrs Excellent; NPV positive; payback < 1yr Leverage Core Competencies Technical Feasibility Financial Reward vs. Risk Matt Mayfield . Dec 2013 . source: Robert Cooper (2001) Portfolio Management for New Products Matt Mayfield . Dec 2013
  45. 45. ...but decision making can be biased Anchoring difficulty revisiting initial assessments however inaccurate Emotional tagging associating past emotions when perceiving similar situations Attribution overweighting success as individual, failure as external Complexity assuming one can fully see and understand a complex situation Matt Mayfield . Dec 2013 . source: Daniel Kahneman (July 2003) “Delusions of Success” HBR, Andrew Campbell (Feb 2009) “Why Good Leaders Make Bad Decisions”, HBR Matt Mayfield . Dec 2013
  46. 46. Matt Mayfield . Dec 2013 . source: Sir Patrick Moore (1969) & http://en.wikipedia.org/wiki/List_of_lunar_features
  47. 47. Matt Mayfield . Dec 2013 . source: Chesley Bonestell, The Great Wall. “Conquest of Space” (1949) Life Magazine
  48. 48. Matt Mayfield . Dec 2013 . sources: Motorola, Domus Academy, ReadyToPresent
  49. 49. Where does this leave us? Matt Mayfield . Dec 2013
  50. 50. Ultimately, management is leadership Matt Mayfield . Dec 2013
  51. 51. Ultimately, management is leadership option 1 Matt Mayfield . Dec 2013
  52. 52. Ultimately, management is leadership option 1 option 2 Matt Mayfield . Dec 2013
  53. 53. Which is increasingly hard Capability How to make things/services What’s worth making Then Matt Mayfield . Dec 2013 . source: Patrick Whitney, IIT Institute of Design Now
  54. 54. Design can help Fully integrated context Matt Mayfield . Dec 2013 Directed and meaningful options Compelling and powerful directions
  55. 55. Mintzberg: Strategic Thinking as “Seeing” Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  56. 56. Mintzberg: Strategic Thinking as “Seeing” Ahead Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  57. 57. Mintzberg: Strategic Thinking as “Seeing” Behind Ahead Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  58. 58. Mintzberg: Strategic Thinking as “Seeing” Above Behind Ahead Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  59. 59. Mintzberg: Strategic Thinking as “Seeing” Above Behind Ahead Below Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  60. 60. Mintzberg: Strategic Thinking as “Seeing” Beyond Above Behind Ahead Below Beside Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland
  61. 61. Mintzberg: Strategic Thinking as “Seeing” Beyond Above Behind Ahead Below Beside Matt Mayfield . Dec 2013 . source: Henry Mintzberg “Strategic Thinking as ‘Seeing’” (1991) Helsinki, Finland Through
  62. 62. Thank you Matt Mayfield mayfield@id.iit.edu www.linkedin.com/in/mayfield
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