Martin van Mierloo: Lessons Learned Towards a Formal Roadmap Process at GX
I will talk about the roadmapping process. What do you need to get started? What is different from normal product management when you work with a roadmap? How do you communicate a roadmap? What is the right maturity level for your organization? Any tips for newcomers? The central theme is: what did we at GX learn along the way?
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ProductCamp Amsterdam Session 7 Martin van Mierloo
1. Martin van Mierloo: Lessons Learned Towards a
Formal Roadmap Process at GX
Session #7, 2009
www.productcampamsterdam.org
The first European unconference for product managers and marketers.
15. Product Strategy #1
Product Leadership
•Strong in brand innovation & marketing
•Operate in dynamic markets
•Focus on development, innovation, time to market
•High margins in short time frame
Microsoft
Operational Excellence
•Strong in operations & execution
•Often: reasonable quality for a low price
•Personel works task oriented
•Many measuring systems in place
Customer Intimacy
Dell •Strong in customer attention & customer service
•Tailored products > Large variation in products
•Services to individual customers
•Lifetime value concepts
•Reliable, deliver on time
IBM
From: The Discipline of Market Leaders, Treacy & Wiersema
16. Product Strategy #2
•Ignore economic buyer and end user
Product Leadership & •Ignore ROI, focus on reliability
•Commodotize the product(s)
Operational Excellence •Competition based pricing
•Attack competition
•Horizontal positioning > global infrastructure
Product Leadership
only
•Focus on economic buyer + end user
Product Leadership •Compelling reason to buy: ROI
•Differentiate
& Customer Intimacy •Use value based pricing
•Avoid competition, gain niche market share
•Vertical segments
From: Crossing the Chasm & Inside the Tornado – Geoffrey A. Moore
21. Timeline at GX
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22. Timeline at GX
9. Pr N Pr
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23. Timeline at GX
9. Pr N Pr
0 od Re ew od Fi
re u qu pr uc rs
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24. Timeline at GX
9. Pr N Pr
0 od Re ew od Fi Maturity phase>>>
re u qu pr uc rs •Theme based roadmap
le ct t
as he ire od t Pr •Better strategic alignment
m uc M od
e ar en t m an uc •Cost analysis
tb ag
ea ts a em t •Better planning
t en na Ro •
gi ge en ad Dependency management
ne r t m
er & Bo ap
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25. Timeline at GX
9. Pr N Pr
0 od Re ew od Fi Maturity phase>>>
re u qu pr uc rs •Theme based roadmap
le ct t
as he ire od t Pr •Better strategic alignment
m uc M od
e ar en t m an uc •Cost analysis
tb ag
ea ts a em t •Better planning
t en na Ro •
gi ge en ad Dependency management
ne r t m
er & Bo ap
s ar
d
26. Timeline at GX
Pr N
9.
0 od Re ew
Pr
od Fi Maturity phase>>> Offense!>>
re u qu pr uc rs •Theme based roadmap
le ct t •Total product
as he ire od t Pr •Better strategic alignment
m uc M od strategy
e ar en t m an uc •Cost analysis
tb ag •Focus
ea ts a em t •Better planning
en na Ro •
t
en ad Dependency management •Focus
gi ge m
ne r
er &
t
Bo
ar
ap •Focus
s
d
27. Timeline at GX
Pr N
9.
0 od Re ew
Pr
od Fi Maturity phase>>> Offense!>>
re u qu pr uc rs •Theme based roadmap
le ct t •Total product
as he ire od t Pr •Better strategic alignment
m uc M od strategy
e ar en t m an uc •Cost analysis
tb ag •Focus
ea ts a em t •Better planning
en na Ro •
t
en ad Dependency management •Focus
gi ge m
ne r
er &
t
Bo
ar
ap •Focus
s
d
30. Five Lessons Learned
1. A roadmap is a marketing tool and should not be owned by
R&D nor sales
2. A formal board with all relevant stakeholders is a must-have
(discussion: voting /veto/agree-all?)
3. Roadmap must be fully aligned with vision & product
strategy
4. A well designed and printed document is more convincing
than a black & white print with borders
5. Assume your competitors will somehow obtain a copy