Bridging the Gap

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The session is designed to stimulate new thoughts and ideas that could help you build influence across your organization.

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Bridging the Gap

  1. 1. Product Camp 2011 - New York City “Bridging the Gap” © Sequent Learning Networks, Inc.
  2. 2. Steven Haines Page 2• Founder: Sequent Learning Networks• Founder: The Product Management Executive Board• Author: “The Product Manager’s Desk Reference” “Managing Product Management: Empowering Your Organization to Produce Competitive Products and Brands”• Mentor: Founder Institute A global network of startups and mentors that helps entrepreneurs launch meaningful and enduring technology companies• Active membership in PDMA, CMO Council, and other professional organizations• Contact: sjhaines@sequentlearning.com 212-647-9100 Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  3. 3. Other stuff about me Page 3• I’m a finance guy• I learned almost everything the hard way• I got lucky – I had good teachers and mentors: – As a business guy who always worked in technical environments, I got people inside and outside to teach me the most important stuff – I asked a lot of questions and took a lot of notes!• I love businesses and how they work• I love Product Management because it’s the most dynamic aspect of any company• I’m still a product manager Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  4. 4. One Of My Jobs 4Research tounderstand and tracktrends related toProduct Managementorganizationaleffectiveness Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  5. 5. What’s Going On? 5• Product Management is in varying states of maturity – all over• New “administrations” try to remake PM as they search for the best way to The New Head of Product Management make PM work• High levels of variation in PM practices = inefficiency• PM, as a “function” ebbs and flows – like the business cycle Product Management Leadership Summit – May 13, 2010 © SequentLearning Networks. Learning Networks Product Management©Leadership Summit – December 1, 2010 Sequent
  6. 6. We Did a Research Project 6 Some Of The Areas We Studied • Is the role of the product manager defined and clearly understood throughout the organization? • In which key business processes does Product Management play an important role? • Do executives (and others) in various functions understand the role of Product Management and is this role balanced across the organization? Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  7. 7. Tidbits About What We Learned 7• There is a profound lack of role clarity – The role of the product manager is not clearly understood by others – Product managers often have to complete the work of people in other functions• The function of Product Management is not well- integrated with the rest of the business organization – PMs indicate that there are larger disconnects across the organization than their bosses realize Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  8. 8. A Verbatim From An Interview 8 “The PM organizational design, structure, and processes are all built in silos. They do not resonate across products. In fact, if you ask 5 product managers how they do a specific task, you will get five different answers.” A senior executive in a major financial services firm Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  9. 9. Exercise: Talk About Role Clarity 9• Why Do Roles Get Confused and Misaligned?• What Happens When People in PM Don’t Have Enough Clarity Around Their Role? Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  10. 10. Implications: Roles Clarity Page 10• When the role of the PM is not clear, then PMs become highly reactive and tactically focused (fighting fires)• When PMs are tactically focused, they miss important market signals• If roles are not clear: – People become frustrated and feel unaccountable – Efforts are duplicated across functions – Decisions may not be made in a timely manner (where to invest? How to prioritize?)• Poor quality decisions (or no decisions) may result in missed opportunities, poor products, delayed launches, and a host of other problems Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  11. 11. What To Do? 11• Roles can be made clear when we know what we need to be clear about• One starting point: Product Management Processes Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  12. 12. XF Interdependencies Must Be Mapped 12 Role AWhat does A need from B? What does A need from C? • ___________________ • ___________________ • ___________________ • ___________________What does B need from A What does C need from A? • ___________________ • ___________________ • ___________________ • ___________________ Role B Role C What does B need from C? • ___________________ • ___________________ What does C need from B? • ___________________ • ___________________ Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  13. 13. Roles Should Be MappedFor Key Business Processes Develop Market Insight Manage Product Formulate Product and Portfolio and Market Performance Strategy Evaluate and Launch Planning Prioritize and Execution Opportunities New Product Development Process Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  14. 14. Role Alignment: Securing Market InsightsAlignment Begins With Clear Objectives Product Market Account Manager Researcher Manager Objectives Objectives Objectives Improve Product Design Customer Fulfill Quota, Create Profitability, Research, Tabulate Relationships, Product Quality, Results, Provide Provide Feedback toand Market Share Market Intelligence PMs and Others Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.
  15. 15. 15• Questions? • Thank You! Product Management Leadership Summit – May 13, 2010 Product Management©Leadership Summit – December 1, 2010 © Sequent Learning Networks Sequent Learning Networks.

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