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Ptd npd pcamp2013 final
 

Ptd npd pcamp2013 final

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This is a presentation that Howard Fox and I did during a product managers event in Chicago. Excellent discussion.

This is a presentation that Howard Fox and I did during a product managers event in Chicago. Excellent discussion.

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    Ptd npd pcamp2013 final Ptd npd pcamp2013 final Presentation Transcript

    • Predictable Team Dynamics For Product Development Success 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 1
    • Welcome to Product Camp Chicago Facilitators today: Howard Fox – A passion for introducing a coach culture into organizations, and working with teams & individuals to become more effective leaders and relationship builders. Howard is a seasoned business consultant and leadership coach. He also teaches Executive Coaching and Leadership at the Adler School of Professional Psychology. He holds a MA in Organization Management & Development from Fielding Graduate U. Ron McIntyre – A passion for global leadership development and business coaching. Certified coach and trainer with the John Maxwell Team. Primary focus on employee growth and engagement for profit and productivity increases. More than 40 years of management & consulting experience in retail and IT. 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 2
    • New Product Development (NPD) Perspectives • Two Types of Newness in NPD: – New to company but not new in the market – New to the market or innovative first of a kind • Classes of New Products: Guangzhou Tai Feng Yuan Enterprises (2005) 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 3
    • NPD Success and Risks • Average new product line (less than 5 years) can contribute upwards to 33% of revenue(1) • For every 7 newly developed concepts/ideas, only 1 becomes successful(1)(2) • For every 4 development projects only 1 becomes commercially successful(1)(2) • Rewards can be great, however risks can be high if not anticipated 1) 2) 3) 02/02/2013 Cooper, RG, “Winning at New products – Accelerating the Process from Idea to Launch", Third Edition, Basic Books, 2001 Booz-Allen & Hamilton, “New Product Management” study Griffith, A, “Drivers of NPD Success: The 1997 PDMA Report”, Product Development & Management Association Ron McIntyre Enterprises/Howard Fox Coaching 4
    • Opportunities for Success or Failure How Do you Increase chances of success? • • Do the project right – Do homework* – Define product requirements* – Customer Experience Design* – Cross functional teams* – Understand startup costs – Define & Live Schedules* – Eliminate Load, Fire, Aim mentality* Empower the Product Manager (PM)* What to Avoid in NPD! • • • • • • 02/02/2013 • • Inadequate Market Analysis* Poor Understanding of Customer* Poor Quality of Execution* Knee Jerk Scheduling* Poor Definition of Product or Service* Poor Use of Resources* Limited or No Executive Support* * - Requires Excellence In Team Dynamics For Success. Ron McIntyre Enterprises/Howard Fox Coaching 5
    • Team Dynamic Tools • Standard team building by assignment/new hire – Works well if the team has worked together for a long time but open to communication friction and poor execution – Requires a settling-in period to get everyone up to speed • Standard Assessments for team members along with Group Culture and Comparison Reports – Effective to create awareness, but requires time for digesting of data and implementation of process adjustments – Coaching is done before or at start of team assembly • A Predictive Assessment for teams – Provides a proactive approach to effort required to communicate and reduce the cost of potential friction amongst team members. – Coaching is done before or at start of team assembly 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 6
    • What are Behavior Characteristics? Dominance Active Fast Paced Assertive Dynamic Bold Influence Accepting People Focused Empathizing Receptive Agreeable Questioning Logic Focused Objective Skeptical Challenging Steadiness Conscientiousness Thoughtful Moderate Paced Calm Methodical Careful 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 7
    • Cornerstone Principles • All styles are equally valuable – everyone is a blend of all four styles. • Your work style is influenced by other factors beyond Assessment, such as life experiences, education, and maturity. • Understanding yourself better is the first step to becoming more effective with others. • Learning about other people’s styles can help you understand their priorities. • You can improve the quality of your workplace by using validated tools to build more effective relationships. 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 8
    • What Makes Predictive Assessment Team (PAT) Unique • PAT is: • • • An Assessment tool A methodology & Process A software tool • The PAT methodology is: • • • • Predictable: 80 – 95% based on client experience. Repeatable; Reapply the PAT process in consistent fashion. Scalable: small team to any size organization. PAT is quantifiable & can be linked to: • KPI’s, Performance Metrics & Scorecards 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 9
    • PAT Team Creation & Composition • • • • • • • • • By using PAT as one of the inputs into creating teams, communication, engagement and performance can be systematically improved Combining skills, experience and the data from PAT, PAT makes it possible to optimize team composition While this isn't applicable everywhere, creating teams in this manner is both simple and extremely valuable The most effective teams are ones in which people's skill sets are easily interchangeable, for example; Teams with generalist skills Shift based work Customer service teams Certain project and retail environments An ROI is available from this work within 1 - 3 months 02/02/2013 Ron McIntyre Enterprises/Howard Fox Coaching 10
    • Questions for Discussion • • • • How could product Management within a company be enhanced if there were ways to dynamically build and shift teams from one development project to another? How can a person enhance his/her career through proactively developing highly mobile, focused and excellent communicating teams to create product ideas, concepts and prototypes? How do you predict the success of your teams? How do relationships and values predict team success? 02/02/2013 • • • • • What challenging issues are you facing today with your workforce while managing the product development lifecycle? What do you do you motivate and engage a multi-generational workforce during your product development lifecycle? What do you do to develop and prepare the workforce for the challenges of today and tomorrow? What is the most pressing need for the organization or for you as a leader? What plans or action do you have in place to address your most pressing needs and concerns? Ron McIntyre Enterprises/Howard Fox Coaching 11