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Business Case for Having Product Managers in India Sanjeev Kumar VP & MD, Informatica India Adaptive Marketing Networking ...
Agenda <ul><li>Personal Background </li></ul><ul><li>Product Creation – Internal & External Factors </li></ul><ul><li>What...
Personal Background <ul><li>Formative years at The Doon School </li></ul><ul><li>CS studies at BITS, Pilani & Rutgers Univ...
Personal Background <ul><li>Formative years at The Doon School </li></ul><ul><li>CS studies at BITS, Pilani & Rutgers Univ...
“ Advert” – Informatica at a Glance The Independent Leader in Data Integration <ul><li>Founded:  1993 </li></ul><ul><li>20...
“ Advert” – Informatica at Another Glance!
Disclaimers <ul><li>Strong Silicon Valley slant & mind-set </li></ul><ul><li>Experience relevant to MNC R&D Centers </li><...
Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and custo...
Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and custo...
Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and custo...
Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Underst...
Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Underst...
Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Underst...
Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, ...
Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, ...
Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, ...
Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eigh...
Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eigh...
Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eigh...
Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eigh...
Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><l...
Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><l...
Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><l...
Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “ burning the m...
Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mi...
Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mi...
Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mi...
Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><u...
Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><u...
Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><u...
Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><u...
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Case for Product Management in India

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What is a product manager? What are the challenges of being a PM in emerging markets? Survival tips for product managers in such economies and markets.

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Case for Product Management in India

  1. 1. Business Case for Having Product Managers in India Sanjeev Kumar VP & MD, Informatica India Adaptive Marketing Networking Event Aug 2011
  2. 2. Agenda <ul><li>Personal Background </li></ul><ul><li>Product Creation – Internal & External Factors </li></ul><ul><li>What is a Product Manager? </li></ul><ul><li>Case for Product Managers in India </li></ul><ul><li>Challenges Product Managers face in India </li></ul><ul><li>Survival Tips for PM’s & Stakeholders </li></ul><ul><li>Q&A </li></ul>
  3. 3. Personal Background <ul><li>Formative years at The Doon School </li></ul><ul><li>CS studies at BITS, Pilani & Rutgers Univ. </li></ul>
  4. 4. Personal Background <ul><li>Formative years at The Doon School </li></ul><ul><li>CS studies at BITS, Pilani & Rutgers Univ. </li></ul><ul><li>1990 to 2006 in Silicon Valley </li></ul><ul><ul><li>Three start-up’s in OODBMS – roles in QA, Perf, PS & Pre-sales </li></ul></ul><ul><ul><li>Four years at Oracle – Product Management & Dev Management </li></ul></ul><ul><ul><li>Two further start-up’s – Engineering Management, learnt to scale </li></ul></ul><ul><ul><li>BEA – Engineering Management to General Management </li></ul></ul><ul><li>2006 onwards – Bangalore, India </li></ul><ul><ul><li>BEA – Product GM & matrix management </li></ul></ul><ul><ul><li>Informatica – matrix management, innovation </li></ul></ul>
  5. 5. “ Advert” – Informatica at a Glance The Independent Leader in Data Integration <ul><li>Founded: 1993 </li></ul><ul><li>2010 Revenue: $650 million </li></ul><ul><li>6-year CAGR: >20% per year </li></ul><ul><li>Employees: 2,125+ </li></ul><ul><li>Partners: 400+ </li></ul><ul><ul><li>Major SI, ISV, OEM and </li></ul></ul><ul><ul><li>On-Demand Cloud Leaders </li></ul></ul><ul><li>Customers: 4,280+ </li></ul><ul><ul><li>~70% of the Global 500 </li></ul></ul><ul><ul><li>Customers in 82 countries </li></ul></ul><ul><ul><li>Direct Presence in 26 countries </li></ul></ul><ul><ul><li># 1 in Customer Loyalty </li></ul></ul><ul><ul><li>(5 Years in a Row) </li></ul></ul>Informatica enables organizations to reduce cost and gain a competitive advantage in today’s global information economy by empowering them to access, integrate and trust all their information assets.
  6. 6. “ Advert” – Informatica at Another Glance!
  7. 7. Disclaimers <ul><li>Strong Silicon Valley slant & mind-set </li></ul><ul><li>Experience relevant to MNC R&D Centers </li></ul><ul><li>Focused on selling to enterprise customers (B2B) </li></ul>
  8. 8. Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Perception of value in intangible products and software </li></ul></ul><ul><ul><li>Propensity of customers to buy IP-driven products </li></ul></ul>
  9. 9. Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Perception of value in intangible products and software </li></ul></ul><ul><ul><li>Propensity of customers to buy IP-driven products </li></ul></ul><ul><li>Venture Funding </li></ul><ul><ul><li>IPO’s of product / OPD companies </li></ul></ul><ul><ul><ul><li>Persistence Software, MMYT, … </li></ul></ul></ul>
  10. 10. Product Creation – “Outside looking in” Externalities / Eco-System / “Hygiene” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Perception of value in intangible products and software </li></ul></ul><ul><ul><li>Propensity of customers to buy IP-driven products </li></ul></ul><ul><li>Venture Funding </li></ul><ul><ul><li>IPO’s of product / OPD companies </li></ul></ul><ul><ul><ul><li>Persistence Software, MMYT, … </li></ul></ul></ul><ul><li>Means for Incubating Start-ups </li></ul><ul><ul><li>Licensing of IP from academic institutes – IIT’s, IIIT’s, IISc </li></ul></ul><ul><ul><li>VC firms offering a range of support services / functions </li></ul></ul>
  11. 11. Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Understanding what adds value and what to build </li></ul></ul><ul><ul><li>Interactive process: relevance, novelty & credibility </li></ul></ul><ul><ul><li>Business vs. Consumer focused businesses </li></ul></ul>
  12. 12. Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Understanding what adds value and what to build </li></ul></ul><ul><ul><li>Interactive process: relevance, novelty & credibility </li></ul></ul><ul><ul><li>Business vs. Consumer focused businesses </li></ul></ul><ul><li>Talent availability for business + product mindset </li></ul><ul><ul><li>Senior-level engineering talent to drive product ownership </li></ul></ul><ul><ul><li>Business-oriented product management to own business plan </li></ul></ul><ul><ul><li>Track record of delivery and earning of trust </li></ul></ul>
  13. 13. Product (IP) Creation – “Inside looking out” <ul><li>Access to (local) markets and customers </li></ul><ul><ul><li>Understanding what adds value and what to build </li></ul></ul><ul><ul><li>Interactive process: relevance, novelty & credibility </li></ul></ul><ul><ul><li>Business vs. Consumer focused businesses </li></ul></ul><ul><li>Talent availability for business + product mindset </li></ul><ul><ul><li>Senior-level engineering talent to drive product ownership </li></ul></ul><ul><ul><li>Business-oriented product management to own business plan </li></ul></ul><ul><ul><li>Track record of delivery and earning of trust </li></ul></ul><ul><li>Cross-functional representation in a single place </li></ul><ul><ul><li>“ The Trinity ” – PM + Architect + UX Engineering </li></ul></ul>
  14. 14. Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, competitors & “secret sauce” </li></ul></ul><ul><ul><li>Cross-functional leadership ability, a sense of “the possible” </li></ul></ul>
  15. 15. Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, competitors & “secret sauce” </li></ul></ul><ul><ul><li>Cross-functional leadership ability, a sense of “the possible” </li></ul></ul><ul><li>Traits of a Product Manager </li></ul><ul><ul><li>Combination of “hard” & “soft” skills – “ all-rounders ” </li></ul></ul><ul><ul><li>A sense of “where the puck is going to be” – domain expertise </li></ul></ul><ul><ul><li>Powers of persuasion – responsibility without authority </li></ul></ul>
  16. 16. Product Manager – Who, What & Why? <ul><li>A mini-CEO for the product </li></ul><ul><ul><li>“ What to build” – customers, competitors & “secret sauce” </li></ul></ul><ul><ul><li>Cross-functional leadership ability, a sense of “the possible” </li></ul></ul><ul><li>Traits of a Product Manager </li></ul><ul><ul><li>Combination of “hard” & “soft” skills – “all-rounders” </li></ul></ul><ul><ul><li>A sense of “where the puck is going to be” – domain expertise </li></ul></ul><ul><ul><li>Powers of persuasion – responsibility without authority </li></ul></ul><ul><li>Why – “Glue” for a Product Team </li></ul><ul><ul><li>Only role with holistic view of product and its value proposition </li></ul></ul><ul><ul><li>First step to being a “general” or “product line” manager </li></ul></ul>
  17. 17. Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eight years of sustained growth across all R&D functions </li></ul></ul><ul><ul><li>In-bound product management being done meaningfully </li></ul></ul>
  18. 18. Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eight years of sustained growth across all R&D functions </li></ul></ul><ul><ul><li>In-bound product management being done meaningfully </li></ul></ul><ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Half-day overlap with bulk of BRIC & other growing economies </li></ul></ul>
  19. 19. Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eight years of sustained growth across all R&D functions </li></ul></ul><ul><ul><li>In-bound product management being done meaningfully </li></ul></ul><ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Half-day overlap with bulk of BRIC & other growing economies </li></ul></ul><ul><li>Increase in spending on software / IP-driven products </li></ul><ul><ul><li>Scale getting large enough that systems cannot be “winged” </li></ul></ul><ul><ul><li>Growing number of Global-1000 companies in close proximity </li></ul></ul><ul><ul><li>Product roll-out in Indian market as blue-print for others </li></ul></ul>
  20. 20. Case for Product Managers in India – Pro’s <ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Eight years of sustained growth across all R&D functions </li></ul></ul><ul><ul><li>In-bound product management being done meaningfully </li></ul></ul><ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Half-day overlap with bulk of BRIC & other growing economies </li></ul></ul><ul><li>Increase in spending on software / IP-driven products </li></ul><ul><ul><li>Scale getting large enough that systems cannot be “winged” </li></ul></ul><ul><ul><li>Growing number of Global-1000 companies in close proximity </li></ul></ul><ul><ul><li>Product roll-out in Indian market as blue-print for others </li></ul></ul><ul><li>Competition from (state funded) companies in China </li></ul>
  21. 21. Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Not yet consistent with geographical distribution of customers </li></ul></ul><ul><ul><li>Lack of access to the product & value-creation feedback loop </li></ul></ul>
  22. 22. Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Not yet consistent with geographical distribution of customers </li></ul></ul><ul><ul><li>Lack of access to the product & value-creation feedback loop </li></ul></ul><ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Tough to interact with field & sales org in US – longer cycle times </li></ul></ul><ul><ul><li>Cultural differences leading to communication challenges </li></ul></ul>
  23. 23. Case for Product Managers in India – Con’s <ul><li>Coverage of 70% of humanity +/- 5 hours from India </li></ul><ul><ul><li>Not yet consistent with geographical distribution of customers </li></ul></ul><ul><ul><li>Lack of access to the product & value-creation feedback loop </li></ul></ul><ul><li>Maturity of R&D Centers to take on ownership </li></ul><ul><ul><li>Tough to interact with field & sales org in US – longer cycle times </li></ul></ul><ul><ul><li>Cultural differences leading to communication challenges </li></ul></ul><ul><li>Increase in spending on software / IP-driven products </li></ul><ul><ul><li>Negotiation and sales cycles are longer than other geographies </li></ul></ul><ul><ul><li>Software piracy </li></ul></ul>
  24. 24. Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “ burning the mid-night oil ” </li></ul></ul>
  25. 25. Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mid-night oil” </li></ul></ul><ul><li>Engagement Model between HQ and India </li></ul><ul><ul><li>Degree of empowerment for senior folks in India R&D center </li></ul></ul><ul><ul><li>Shadowing -> Component Charter -> Global Product Charter </li></ul></ul>
  26. 26. Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mid-night oil” </li></ul></ul><ul><li>Engagement Model between HQ and India </li></ul><ul><ul><li>Degree of empowerment for senior folks in India R&D center </li></ul></ul><ul><ul><li>Shadowing -> Component Charter -> Global Product Charter </li></ul></ul><ul><li>Critical Mass </li></ul><ul><ul><li>Lack of strong peer connect , locally or remote </li></ul></ul><ul><ul><li>Identification with engineering leadership – growing </li></ul></ul>
  27. 27. Challenges for PM’s in India <ul><li>Customer / Market Access </li></ul><ul><ul><li>Too many PM’s in India “burning the mid-night oil” </li></ul></ul><ul><li>Engagement Model between HQ and India </li></ul><ul><ul><li>Degree of empowerment for senior folks in India R&D center </li></ul></ul><ul><ul><li>Shadowing -> Component Charter -> Global Product Charter </li></ul></ul><ul><li>Critical Mass </li></ul><ul><ul><li>Lack of strong peer connect, locally or remote </li></ul></ul><ul><ul><li>Identification with engineering leadership – growing </li></ul></ul><ul><li>Career Path </li></ul><ul><ul><li>Function is new enough in India that it lacks role models </li></ul></ul>
  28. 28. Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><ul><li>Need support from family , immediate manager & co-workers </li></ul></ul>
  29. 29. Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><ul><li>Need support from family, immediate manager & co-workers </li></ul></ul><ul><li>Big, new ideas easier to handle than incremental ones </li></ul><ul><ul><li>First rev can be developed without much feedback </li></ul></ul>
  30. 30. Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><ul><li>Need support from family, immediate manager & co-workers </li></ul></ul><ul><li>Big, new ideas easier to handle than incremental ones </li></ul><ul><ul><li>First rev can be developed without much feedback </li></ul></ul><ul><li>Understand & adjust communication flow from field </li></ul><ul><ul><li>Stakeholders at HQ can refer field inquiries to PM’s in India </li></ul></ul><ul><ul><li>Must get face-time with key field / sales personnel </li></ul></ul>
  31. 31. Survival Tips – for PM’s & Stake-holders <ul><li>“ Burning the mid-night oil” is ok to establish yourself </li></ul><ul><ul><li>Need support from family, immediate manager & co-workers </li></ul></ul><ul><li>Big, new ideas easier to handle than incremental ones </li></ul><ul><ul><li>First rev can be developed without much feedback </li></ul></ul><ul><li>Understand & adjust communication flow from field </li></ul><ul><ul><li>Stakeholders at HQ can refer field inquiries to PM’s in India </li></ul></ul><ul><ul><li>Must get face-time with key field / sales personnel </li></ul></ul><ul><li>Career Value-adds </li></ul><ul><ul><li>BAP Cases & Analyses – Build-Acquire-Partner </li></ul></ul><ul><ul><li>Cross-functional Management (“making of the hotdog”) </li></ul></ul><ul><ul><li>Brand Analysis – attach-rates, “cross-sell”, “up-sell”, pull-through </li></ul></ul><ul><ul><li>Go-To-Market ( GTM ) Planning – “sell-with”, “sell-through”, “sell-to” </li></ul></ul><ul><ul><li>Leadership Skills – decision w/o complete information, be the generalist </li></ul></ul>
  32. 32. Q&A

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