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Leadership In Product Management

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Leadership In Product Management by …

Leadership In Product Management by
Ivan Chong at SVPMA Monthly Event May 2003

Published in: Business, Technology
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  • -First, let me familiarize you with Informatica, the Reader’s Digest condensed version: Informatica’s history scope of our products c umulative impact of partner ecosystem richness of our customer base and the performance we’ve shown as a result Customers Buy an HP inkjet printer from Best Buy Buy a hammer at Ace Hardware Book a flight on American or Delta Place the winning bid on eBay Get preferred customer service at Toyota/Lexus
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    • 1. Leadership in Product Management Ivan Chong SVPMA May 7, 20031
    • 2. Informatica Corporate Overview  Founded (1993); Nasdaq: INFA (1999) Corporate  Over 800 employees worldwide  Industry-leading solutions for deploying business analytics across the extended enterprise: Products - Data integration - Data Warehouses - Business Intelligence - Analytic Applications  Over 1700 companies worldwide Customers  79 of the Fortune 100 and 80%+ of Dow Jones  Over 300 sales, marketing and implementation partners Partners  Including: i2, IBM, JDE, PeopleSoft, Siebel, SAP, WebM  2000: $154 million revenue; 147% growth Financials  2001: $197 million revenue; 28% (YoY) growth  2002: $195 million revenue; Flat in a down economy2
    • 3. What does it take to be a Great Product Manager?  Winning in the Marketplace?  Writing great MRD’s, Functional Specs, or Product Availability Matrices?  Infinite bandwidth?  Giving great demos?  Running flawless beta programs?3
    • 4. Good is the Enemy of Great  Customer Visits/Meetings  Partner Visits/Meetings  Beta Programs  Product Requirements Documents (PRDs)  Strategic Competitive Analysis  Benchmarks  Concepts Documents  Demos  Features and Benefits Documents  Platform Availability Matrices (PAMs)  Product Presentations (PowerPoint)  Roadmaps  Technical Briefs  Release Management  Training  Industry or Partner Conferences  Usability Requirements Documents  Functional/Design Reviews  Product Marketing Coordination  Support Coordination4
    • 5. Product Management TPOV A Teachable Point Of View ™ Ideas/Business Theory Values 3 E Emotional Energy/EdgeC 2000 by Noel Tichy The University of Michigan5Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
    • 6. Ideas, a Product Manager’s political capital Be the expert on Be the expert on the Customer the Product Be the expert on Be the expert on the Market the Engineering Team6
    • 7. Be the Expert on the Customer  Study the Research Reports  Identify Customer Pain Points …do not merely relay requests  Understand the Customer Mindset − What drives their decisions? − What other choices do they have?  Communicate Customer Anecdotes7
    • 8. IT Headlines (from searchCIO.com) “Study: BI not being used intelligently” “Tips for Legacy System Integration” “Going offshore is the IT thing to do” “Forrester: CIO’s should beware the penguin stampede” “New Code Red Variant is even more dangerous” “Who’s responsible for security problems? – that’s right, you are” “When CIO’s and CEO’s disagree” “Study gives IT in UK an ‘F’” “IT drives productivity growth” “The ‘real-time enterprise’ needs a fast network” “ERP consolidation efforts may cost more than you think”8
    • 9. Be the Expert on the Product  Install Your Product  Use Your Product  Demo Your Product  Adopt New Releases of Your Product ASAP9
    • 10. Be the Expert on the Market  Know your competitors  Know your partners  Know about other products that touch your product  Know about other products your customers use10
    • 11. Be the Expert on the Engineering Team  Stay on top of reality in the project − Rely on multiple sources of information: QA, Project Manager, Architects, Coders  Understand the Engineering mindset − How are decisions really made? − How much detail is needed to gain traction?11
    • 12. Product Management TPOV A Teachable Point Of View ™ Ideas/Business Theory Values 3 E Emotional Energy/EdgeC 2000 by Noel Tichy The University of Michigan12Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
    • 13. Operational Values  Definition − Criteria under which decisions are prioritized − Should encourage behavior successful to the business  Prioritization − Must be able to make tough calls and be decisive on tradeoffs  Alignment of Values Critical for Gaining Traction13
    • 14. Foundational Values  Traits of an Exceptional Leader - based loosely on Good to Great, Collins Copyright © 2001 − Passionately dedicated to the success of the product − Exceptional Work Ethic − Quick to deflect credit when things go well − Quick to take responsibility when things go poorly − Display compelling modesty, are self-effacing/understated  Can you inspire those that you lead?14
    • 15. Product Management TPOV A Teachable Point Of View ™ Ideas/Business Theory Values 3 E Emotional Energy/EdgeC 2000 by Noel Tichy The University of Michigan15Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
    • 16. Emotional Energy and Edge  Goal: Motivate Cross Functional Team Members  Enthusiasm and Work Ethic  Vision − Case for Change − Vivid picture of how much better things can be − Realistic roadmap for how to get there  Edge: Ability to make tough Yes/No Decisions16
    • 17. 2 Teachable Points of View 1) Your Product 2) Your Responsibilities i.e., Define your role as Product Manager, or else someone else will.17
    • 18. Example: Information Supply Chain Product Engineering Strategy Technical Support Product Management Product Sales a Marketing Sales Support Corp/Brand Professional a Marketing Services18
    • 19. Example: Information Supply Chain  Work Proactively  Streamline Work Efforts  Educate Cross Functional Team on Breadth of Responsibilities19
    • 20. The Leadership Imperative Ideas/Business Theory Values 3 E Emotional Energy/Edge Not so Great Great Product Manager Product Manager Information Incomplete view Information on the situation comes to you Decisions Left out of the Decisions require loop your input Team Interaction Relegated to Do’ers come to “gopher” you20
    • 21. 21

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