Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

3 Essential Skills for every Engineer to become an Innovation Leader in a Product Organization

150 views

Published on

Product leadership mindset for engineering leaders

Published in: Career
  • This Single Mother Makes Over $700 per Week Helping Businesses with their Facebook and Twitter Accounts! and Now You Can Too! ◆◆◆ http://t.cn/AieX6y8B
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • USA Today Has Proof That Lotto Is NOT Random ◆◆◆ http://t.cn/Airf5UFH
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

3 Essential Skills for every Engineer to become an Innovation Leader in a Product Organization

  1. 1. 3 Essential Skills for every Engineer to become an Innovation Leader in a Product Organization www.productleadership.com Engineering Leader to Product Leader
  2. 2. Most Recently Global VP Product Management McAfee, US CTO Office, NetIQ Director of Engineering 15 years in Product Industry Angel Investor Pinkesh Shah Faculty, IPL
  3. 3. ABOUT THE INSTITUTE BUSINESS SCHOOL FOR PRODUCT INNOVATORS PES University Bangalore, India SF State University San Francisco, USA CMR University Bangalore, India Rutgers Center of Innovation New Jersey, USA GLOBAL CAMPUSESGLOBAL CLIENTS KNOWLEDGE PARTNER FOR ORGANIZATIONS IN THEIR TALENT TRANSFORMATION INITIATIVES IPL PROPERTY – STRICTLY CONFIDENTIAL
  4. 4. Agenda Role of Engineering Leaders is Changing Ways to Excel in that change Best Practices Tips to Get Started Q&A
  5. 5. OWNERSHIP TALENT Technology Technology Roles No PM LEVEL 1 >20 PLScore Value OPTIMIZING #1 MNCs in India are forced to Innovate Features Product Owner, Tech PM LEVEL 2 >50 PLScore Value CO-CREATING Products Product Leaders, Career Path LEVEL 3 >90 PLSCORE Value PRODUCTIZING SOURCE: PRODUCT LEADERSHIP MATURITY MODEL
  6. 6. #2 Moving from “USP” to “UVP” SUBSCRIPTIONS – Vendor Locking to Vendor Engaging MARKET AGILE – Customers Expect Continuous Innovation MARKETPLACE – Mall Buying Behavior SOCIAL/DIGITAL – Pull vs Push Information
  7. 7. Changing Principles for Product Design Buy vs Easy to Sell Love to BuyEasy to Sell
  8. 8. #3 Customer Experience is the new “Differentiator” Consumerization of IT User Experience is becoming more important than featurism (even for B2B) “Delight over Amazement” Acceptable bar on Design and Usability is now higher
  9. 9. #1 SKILLSET TRANSITION IS KEY DELIVERING PROJECT (PROJECT MANAGEMENT) DELIVERING DELIGHT (PRODUCT MANAGEMENT)
  10. 10. 10 PRODUCT LEADERSHIP COMPETENCIESTECHNICAL PRODUCT MANAGEMENT (Product Owner) INBOUND PRODUCT MANAGEMENT (Product Management) OUTBOUND PRODUCT MANAGEMENT (Product Marketing) CUSTOMER CENTRIC ENGINEERING MANAGEMENT (Product Leader)
  11. 11. You don’t need to become a Product Manager to be a Product Leader
  12. 12. #2 DEVELOP DEEPER CONTEXT Customer Buyer vs User Market Problems Value Competiti ve Alternatives? Do more vs Do Differently Innovate Business How are we making money? Monetizing the Value Delight
  13. 13. #3 DESIGN FOR DELIGHT TRYING TO PLEASE EVERYONE IS A RECIPE OF DELIGHTING NO ONE LESS IS MORE (USE VALUE PROPOSITION CANVAS) ASK THE RIGHT QUESTIONS DISAPPEARING “INSTALL”, “UPGRADE” FUNCTIONS
  14. 14. #3 DESIGN FOR DELIGHT Its not a bug, it’s a feature Is anything wrong?Clearly Unusable
  15. 15. 3 TIPS TO GET STARTED INVEST IN A TALENT TRANSFORMATION PROGRAM THAT HELPS GIVE YOU RELEVANT SKILLS TO ACCELERATE. DEVELOP VOICE OF CUSTOMER CHANNELS WHERE EMPLOYEES CAN NATURALLY IMMERSE AND CONNECT. SUPPORT, PRODUCT RELEASES, SALES TRAININGS, EXTERNAL EVENTS ETC. RESKILL IMMERSE MANDATE STRONGER INTERLOCK FOR EMPLOYEES WITH THEIR CROSS FUNCTIONAL BUSINESS COUNTERPARTS AT HQ & CUSTOMER BOARDS INTERLOCK
  16. 16. Can we build something that people want and be profitable? DESIRABILITYFEASIBILITY VIABILITY ROLE OF A PRODUCT LEADER
  17. 17. SKILLS REQUIRED FOR APPLYING DESIGN THINKING DESIRABILITY CUSTOMER INSIGHTING Need Finding Market Analysis Customer Validation Lean Thinking Prototyping & MVP FEASIBILITY PRODUCT PLANNING Personas Architecture UX & Design Requirements, Stories Prioritization Product Roadmaps VIABILITY MARKET EXECUTION Target Market Segmentation Product/Market Growth Go to Market Sales Enablement Customer Acquisition & Retention Product Profitability
  18. 18. KNOWLEDGE PARTNER FOR PRODUCT ORGANIZATIONS www.productleadership.com Engineering Leader to Product Leader Pinkesh Shah pshah@ipl.edu.in
  19. 19. Product Leader understands and is actively involved in the entire productizing process and makes functional decisions contextually.
  20. 20. Who is our product for? Why do they need it? Why do they prefer us?
  21. 21. PROGRAM PEDAGOGY Experiential | Relevant | Hands On Learning by Doing Highly Hands-on and Interactive Facilitation ● Build actionable skills ● Experiencing frameworks, models and best practices templates ● Creative Exercises, and Live Presentations/Projects Flipped Classroom ● Videos, Identified Harvard cases, blogs/articles ● Loaded in LMS as “Pre-Reading” so class becomes more intellectually interesting Product Labs ● Each participant is encouraged to bring their own business idea ● Apply the concepts to a real product idea and build a product plan and business plan IPL PROPERTY – STRICTLY CONFIDENTIAL21
  22. 22. JOIN THE BOARD Be part of Board of Academics & Research (BAR) to influence new age curriculum design Engage Global faculty for in-house talks/seminars OPTIMIZE ROI Relevant Masters level Education/Degree Programs for Employees Preferential Access & Pricing TALENT AUGMENTATION Hire Industry Ready Talent Get Senior Talent to work on Sponsored Projects for 100 day Internships FOCUSED SKILL BUILDING Priority access to Microlearning, Masterclasses, Workshops, Webinars, Conferences Events & Best Practices Research MANY WAYS TO LEVERAGE THE INSTITUTE RELEVANT MANAGEMENT PROGRAMS FOR HIGH PERFORMING TEAMS BUILDING A STRONG INDUSTRY ACADEMIA CONNECT
  23. 23. IPL’s UNIQUE VALUE PROPOSITION Our curriculum and programs are designed from extensive industry executive feedback OUR EXECUTIVE ADVISORS Industry Driven B- SCHOOL With 1000+ IPLites (IPL Alumni) from 220+ corporates as references, our only measure of success is DELIGHT! OUR DELIGHTED CLIENTS Impact = DELIGHT Our Faculty and Coaches are Global Product Practitioners who “DO” beyond “know”. OUR FACULTY PRODUCT “DO”ers 23
  24. 24. EMBA Class of 2015-B
  25. 25. Can we build something that people want and be profitable? DESIRABILITYFEASIBILITY VIABILITY ROLE OF A PRODUCT LEADER
  26. 26. DESIGN THINKING = STRATEGIC PRODUCT THINKING DESIRABILITY Is there a problem worth solving? Does anyone want our solution? FEASIBILITY Can we actually build it? Technology? People? VIABILITY Can we be profitable? Is there a market?
  27. 27. SKILLS REQUIRED FOR APPLYING DESIGN THINKING DESIRABILITY CUSTOMER INSIGHTING Need Finding Market Analysis Customer Validation Lean Thinking Prototyping & MVP FEASIBILITY PRODUCT PLANNING Personas Architecture UX & Design Requirements, Stories Prioritization Product Roadmaps VIABILITY MARKET EXECUTION Target Market Segmentation Product/Market Growth Go to Market Sales Enablement Customer Acquisition & Retention Product Profitability
  28. 28. Defining the Product Manager • Customer Value Modeling Understandin g Value • Define products Creating Value • Value based Pricing Capturing Value • Positioning Value Prop Communicating Value • Value Channels Network Delivering Value Productizing = Value Management Product Manager is the orchestrator of this process but everybody needs to be involved in productizing process!
  29. 29. Choosing to Build Building Profitably Building it right Marketing it right Selling effectively PRODUCT MANAGEMENT COMPETENCIES Customer Insights Validation Target Market Sizing Product Strategy Win/Loss Analysis Competitive Analysis Pricing & Packaging Buy/Build/ Partner Requirements Routes to market Collaterals & Sales Tools User Experience Design Personas & Scenarios Portfolio Management Marketing Plan Launch Plan Customer Acquisition Lead Generation& PreSales Channel & Sales Training Evangelism Thought Leadership Performance Analysis Business Model & Plan Product Roadmap Product Positioning Customer Relationship Mgmt Market Analysis Strategic Planning Product Planning Go To Market Sales Enablement
  30. 30. PRODUCT MANAGEMENT COMPETENCIES DESIRABILITY FEASIBILITY VIABILITY

×