About The Speaker, Chad McAllister, Ph.D., NPDP, PMP
Founder, Product Innovation Educators
AIPMM Certified Innovation Leader Content developer and Trainer
chad@productinnovationeducators.com
Moderated by Cindy F. Solomon cindy@prodmgmttalk.com
Jan 14 Global Product Management Talk Podcast: Chad & Cindy: http://bit.ly/TMGzHt
CIL Virtual Study Group starting January 8
Special Launch Pricing! Only $395 ($845 value)
(Additional fees for AIPMM membership and certification exam required)
http://www.productinnovationeducators.com/index.php/aipmm/buy-cil-prep-now
3 Day San Francisco Product Leader Special Package Price: $1797.00
2 day intensive training followed by 1 day conference & meetup includes lunch all 3 days
Product Innovation Leadership Training http://www.aipmm.com/html/certification/strategic-innovation.php
February 5 & 6, 2013 / 8:30 AM - 5:00 PM
includes the 2 Day Intensive Training ($1697 value), Certified Innovation Leader (CIL®) certification exam fee ($395 value), and a 1 year premium AIPMM membership ($175 value). This course also offers 16 PDUs for PMI® certified Project Management Professionals (PMP®).
AND
Startup Product Summit startupproduct.com
February 7, 2013 / 8:30 AM - 5:00 PM
1-Day Conference: Discover how to work together to develop amazing products.
Join the first conference ($349 value) bringing together everyone who touches product at a company to talk frankly about what product is and our shared role in making them a success with a healthy mix of product managers, engineers, marketers and designers speaking from their experiences about products from every angle, including prototyping, roadmapping and marketing. The conference will offer additional PDUs.
AND
Startup Product Talks February 7, 2013 6:30 PM sfproducttalks.com
San Francisco meetup networking event ($10+ value includes food and drinks)
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Gösteri Kostümleri Ergonomik, konseptin amacına uygun ve özgün gösteri kostümleri. Firma tanıtımları, medya, sahne ve ses sanatçı organizasyonları, dans organizasyonları için özel tasarım kostümler hazırlıyoruz. Özel korografi dans kostümleri, gösteri kostümleri, tiyatro kostümleri, Film karakter kostümleri, Tarihi Karakter kostümleri, Ülkelerin Folklorik kostümleri ve daha bir çok çeşit ve konseptte geniş ürün yelpazemizle hizmet veriyoruz. Kumaş, model ve aksesuar açısından sonsuz kombin seçenekleri. Kostümünüze uygun olabilecek saç, aksesuar ve ayakkabı ve benzeri stil önerileri hizmetimizden ücretsiz yararlanabilirsiniz.
Gösteri Kostümleri Ergonomik, konseptin amacına uygun ve özgün gösteri kostümleri. Firma tanıtımları, medya, sahne ve ses sanatçı organizasyonları, dans organizasyonları için özel tasarım kostümler hazırlıyoruz. Özel korografi dans kostümleri, gösteri kostümleri, tiyatro kostümleri, Film karakter kostümleri, Tarihi Karakter kostümleri, Ülkelerin Folklorik kostümleri ve daha bir çok çeşit ve konseptte geniş ürün yelpazemizle hizmet veriyoruz. Kumaş, model ve aksesuar açısından sonsuz kombin seçenekleri. Kostümünüze uygun olabilecek saç, aksesuar ve ayakkabı ve benzeri stil önerileri hizmetimizden ücretsiz yararlanabilirsiniz.
In this webcast you’ll learn about…
• 7 Innovation Systems
• 18 Ideation Methods
• The one best approach to creating a business case
• A single framework for turning ideas into great products
Product management requires innovation. Innovation is about identifying ideas and turning them into a valuable product. This means doing something new.
And “new” is risky.
You need the right tools to navigate the challenges of innovation. The tools must help you get ideas, select ideas, and build a business case that convinces your peers and managers to support your plan.
If you are responsible for the growth and management of an existing product, you need the right ideas that can create value for:
• your existing customers
• new customers and new markets
• the organization you work for
• yourself to make your career more successful
If you are creating new products – an item or service that doesn’t exist yet – you also need ideas. The right ideas that lead to value.
Attend the webcast to learn innovation systems, ideation methods, and other tools to go from idea to value.
How to Deliver Successful Products by Intel Product ManagerProduct School
Product Managers are responsible for all aspects of product delivery from initiation to end-of-life. Although the exact role is different by industry, company, organizational structure, and seniority, the general expectation is that the Product Manager is the one accountable for all product related topics. This can include: strategy, roadmap, ideation, requirements, go-to-market plan, and P&L.
This presentation focused on how to maneuver the multi-functional teams and organizational challenges to deliver robust, successful products that delight the customers.
12 Rules for Building Your Product Management PlaybookJeremy Horn
Slides Ian Moulton recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Product Management: The Innovation Glue for the Lean EnterpriseJosiah Renaudin
At a time when organizations of all sizes both want and need innovation, exciting approaches including lean startup and agile development have risen to the forefront. Although there is no shortage of resources and expertise on these approaches, less guidance is available on the daunting challenge of introducing and increasing innovation in our organizations. Organizations of different sizes face different challenges in innovation which, if not dealt with, end up stifling the potential results. Mimi Hoang and George Schlitz share experiences from many years of successes and failures introducing and increasing innovation in diverse companies. Mimi and George explore the difference between the challenges that startups and big companies face increasing innovation and how product management can help overcome them. They share innovation killers, give top insights on how to be successful, and present participants with an assessment they can take back to their own workplaces.
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
Product Management and the Search for Product Market Fit Intelligent_ly
Jeff Bussgang on Product Management and the Search for Product-Market Fit
Startup product management is both an art and a science.
We're thrilled to host Jeff Bussgang - author, blogger, professor, VC partner, and generally one of the best all round startup minds we know - for an in-depth dive into best practices in product management as well as tactics to achieve product-market fit.
You'll Learn:
-The skills that characterize great product managers
-Tactics and techniques for finding product-market fit
About Jeff Bussgang:
Jeff Bussgang is a general partner at Flybridge Capital, a senior lecturer at Harvard Business School and an author/blogger (book: Mastering the VC Game, blog: Seeing Both Sides). He was previously an entrepreneur, cofounding Upromise (acquired by SallieMae) and serving as VP of marketing and products at Open Market (IPO 1996).
We all want to be part of organizations with a clear purpose and great strategy for the future.
And no matter how we are organized, products are the core of the value we deliver. And product managers are at the core of unleashing value.
For most organizations, it isn’t a lack of good ideas, but how they organize to address opportunities that makes a difference.
Are you oriented around workflows? Functional groups? Processes? Or are you part of a cross-functional group?
And let’s not get started with development groups struggling with Agile implementations.
While we can’t boil the ocean in one webinar, David Dunning and Pamela Schure will break down the different components of successfully turning a strategy into a Product or service that sells.
Learn about:
overseeing a product's development: the six steps needed to take a product from initial concept to final market launch;
overseeing the product's launch: the six steps from researching the product to product sales analytics;
and overseeing the product's in-market success.
More Related Content
Similar to AIPMM Webinar: How Ideas Become Products
In this webcast you’ll learn about…
• 7 Innovation Systems
• 18 Ideation Methods
• The one best approach to creating a business case
• A single framework for turning ideas into great products
Product management requires innovation. Innovation is about identifying ideas and turning them into a valuable product. This means doing something new.
And “new” is risky.
You need the right tools to navigate the challenges of innovation. The tools must help you get ideas, select ideas, and build a business case that convinces your peers and managers to support your plan.
If you are responsible for the growth and management of an existing product, you need the right ideas that can create value for:
• your existing customers
• new customers and new markets
• the organization you work for
• yourself to make your career more successful
If you are creating new products – an item or service that doesn’t exist yet – you also need ideas. The right ideas that lead to value.
Attend the webcast to learn innovation systems, ideation methods, and other tools to go from idea to value.
How to Deliver Successful Products by Intel Product ManagerProduct School
Product Managers are responsible for all aspects of product delivery from initiation to end-of-life. Although the exact role is different by industry, company, organizational structure, and seniority, the general expectation is that the Product Manager is the one accountable for all product related topics. This can include: strategy, roadmap, ideation, requirements, go-to-market plan, and P&L.
This presentation focused on how to maneuver the multi-functional teams and organizational challenges to deliver robust, successful products that delight the customers.
12 Rules for Building Your Product Management PlaybookJeremy Horn
Slides Ian Moulton recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
http://TheProductMentor.com
Product Management: The Innovation Glue for the Lean EnterpriseJosiah Renaudin
At a time when organizations of all sizes both want and need innovation, exciting approaches including lean startup and agile development have risen to the forefront. Although there is no shortage of resources and expertise on these approaches, less guidance is available on the daunting challenge of introducing and increasing innovation in our organizations. Organizations of different sizes face different challenges in innovation which, if not dealt with, end up stifling the potential results. Mimi Hoang and George Schlitz share experiences from many years of successes and failures introducing and increasing innovation in diverse companies. Mimi and George explore the difference between the challenges that startups and big companies face increasing innovation and how product management can help overcome them. They share innovation killers, give top insights on how to be successful, and present participants with an assessment they can take back to their own workplaces.
How to Deploy Digital Products by Cayan Dir. of Product Dev.Product School
Do you know how to build a product roadmap that everyone understands? Communication is key. Tcheilly walked the audience through a roadmap that can be used as a ‘conversational’ tool.
He talked about how to communicate the bigger picture and the ‘why’ behind your product/ feature decisions, product lifecycle, while translating your organization priorities into highly productive sprints, backlog trimming,.
Product Management and the Search for Product Market Fit Intelligent_ly
Jeff Bussgang on Product Management and the Search for Product-Market Fit
Startup product management is both an art and a science.
We're thrilled to host Jeff Bussgang - author, blogger, professor, VC partner, and generally one of the best all round startup minds we know - for an in-depth dive into best practices in product management as well as tactics to achieve product-market fit.
You'll Learn:
-The skills that characterize great product managers
-Tactics and techniques for finding product-market fit
About Jeff Bussgang:
Jeff Bussgang is a general partner at Flybridge Capital, a senior lecturer at Harvard Business School and an author/blogger (book: Mastering the VC Game, blog: Seeing Both Sides). He was previously an entrepreneur, cofounding Upromise (acquired by SallieMae) and serving as VP of marketing and products at Open Market (IPO 1996).
We all want to be part of organizations with a clear purpose and great strategy for the future.
And no matter how we are organized, products are the core of the value we deliver. And product managers are at the core of unleashing value.
For most organizations, it isn’t a lack of good ideas, but how they organize to address opportunities that makes a difference.
Are you oriented around workflows? Functional groups? Processes? Or are you part of a cross-functional group?
And let’s not get started with development groups struggling with Agile implementations.
While we can’t boil the ocean in one webinar, David Dunning and Pamela Schure will break down the different components of successfully turning a strategy into a Product or service that sells.
Learn about:
overseeing a product's development: the six steps needed to take a product from initial concept to final market launch;
overseeing the product's launch: the six steps from researching the product to product sales analytics;
and overseeing the product's in-market success.
Launching a successful product is no easy feat. Behind every great product is a cohesive, well-aligned product team with clearly defined roles and accountabilities. Simply put, successful product management is 100% a team sport. Learn the distinct responsibilities of each role and how to ensure they're effectively working together to build the right products, for the right users. We'll discuss opportunities that Product Managers can leverage to better collaborate with their Product Owner, Scrum Master, UX, and Engineering Manager to deliver critical product artifacts. You'll learn proven techniques you can use, such as the Team Working Agreement, to ensure there is clarity, trust, and clear accountability on your product team.
What You Will Learn:
The key roles and responsibilities of the Product Manager, Product Owner, Scrum Master, UX, and Engineering Manager
How a Product Manager will collaborate with each role to deliver critical product artifacts
How to create greater alignment and trust among the product team
The Integral Role of Product Marketing in Achieving Product SuccessAIPMM Administration
Product Managers get products on the shelf. Product Marketing Managers get them off the shelf. But, in fact, the roles are deeply intertwined, requiring the engagement of both parties from concept inception through product retirement. They are co-dependent roles. Both are strategic in nature and focused on achieving business success.
Naturally, there is an overlap of knowledge and tools between the two, yet each role wears different hats. This is understood all too well by Product Managers who don’t have a dedicated Product Marketing Manager as a partner. They often end up wearing both hats as they attempt to accommodate both roles, and that’s enough to give you a whopping headache.
So, what then delineates these two, critical roles in a product’s success? Just what is a Product Marketing Manager, what do they do, and why might you want to be one? In this webcast, we’ll explain.
Accounting is changing at a rapid rate thanks to digitalization. Let's have a look at what accounting is, its history, and the trends molding it into something beyond just looking at numbers from the past to a discipline that can support real-time decision making.
What do milkshakes, ironing shirts, and the iPod have in common? These diverse products have all benefited strongly from the application of the Jobs-to-Be-Done (JTBD) framework.
As Product Managers, we often face the challenge of keeping ourselves and our stakeholders focused on the problem space long enough to illuminate the customer’s real needs. Yet, when defining those needs, too often we embed our presumptions about known or anticipated solutions, making our needs analysis merely a description of the solution we already assumed. That kills innovation.
The JTBD framework tackles this problem. While it has gained significant momentum in recent years, there are still misconceptions and unfortunate misapplications of this valuable framework. As we’ll demonstrate in this webcast, the proper application of JTBD enables us to discover the ultimate needs and goals of our customers, empowering us to create truly relevant and more innovative products.
What You Will Learn:
Why the JTBD framework is so valuable
How to apply various levels of Jobs thinking to your personas
How companies have applied the JBTD framework to various products
As a PM you want to contribute to business outcomes by achieving product outcomes with the outputs (features) you create. The first step in this journey is to determine how you will measure success by asking the question “What does this feature do for the business?” followed by, “How will we measure success?” To have this conversation within your organization you need to first understand the differences between Key Performance Indicators (KPIs) and Objectives and Key Results (OKRs). They are related, but each tells a different story.
Join us as we uncover the keys to understanding customer engagement and how that engagement will impact your business. We’ll discuss KPIs like leading product indicators, such as product signups, to lagging business outcomes such as annual contract value. By the end of this webinar, you will have the know how to track progress towards achieving business goals, not just keeping count of how many features you’re releasing. Your executives and stakeholders will appreciate the difference!
What You Will Learn:
· The difference between KPIs and OKRs and the importance of each
· Understand which KPIs move the needle for your customers
· How leading product KPIs lead to lagging business outcomes – and ultimate business success
As a Product Manager or Product Leader, you must ride the wave of rising salaries and expanding career paths in product management as you shift toward product-led growth. To do this successfully, you need to understand your current strengths and weaknesses. Strengthening your skills across all dimensions is key to success.
One thing is certain: training prepares you for promotion. Skills you need now early in your career differ from those you will need to advance into leadership roles later. It is critical that you invest in your near-term personal growth, while also preparing for long-term career advancement.
Join us as we explore what critical skills are needed for product management career progression, and how to evaluate and strengthen skills to change industries. We will share insights and findings from the second edition of our Product Management Skills Benchmark Report.
WHAT YOU WILL LEARN:
· 15 core skills for Product Managers and their impact on the career lifecycle
· Tools and advice for improving skills, and opening career opportunities
· How to emphasize your skills to boost your resume in 2022 and beyond
Customer Journey Maps – Your Secret Weapon to Driving Product AdoptionAIPMM Administration
“Our product isn’t as successful as we expected.”
“Product Manager, why is that? Does the product lack key features? Is our messaging confusing?”
Commence inter-departmental finger pointing!
As Product Managers, an intimate knowledge of our customers is our greatest resource for answering tough questions. More than a mere flow of activities, a customer journey helps us learn the “why” behind our customer’s behavior, from their first awareness of our product, to hopefully a long, loyal relationship with them. It’s a data-informed technique we use to coordinate cross-functional efforts and inspire smart decisions.
Learn how to develop your Product Manager superpower: true customer insight. We’ll discuss how you can leverage customer journey maps to better drive adoption, deliver value, and delight customers.
What You Will Learn:
• How to leverage customer journey maps to understand customers, solve problems, influence decisions, and create customer value
• How customer journey maps support the seamless alignment of the “Whole Product”
• Tools to create an effective customer journey map – even for complex B2B situations
iPhone or Android? Half full or half empty? DCU or MCU? Is one ‘better’ or can they co-exist? Questions like these are sure to stir emotions, invoke strong points of view, and heated discussion.
For product professionals, perhaps the most frequently debated issue – the one we can’t ever seem to escape is: Product Manager or Product Owner? Or Both? Why are there two roles that seem to be so closely related, yet are different? Do we need them both or can one person do both jobs?
We could simply say that ‘Product Managers are externally focused on discovery and strategy while Product Owners are internally focused on delivery and execution,’ but that belies the nuance of the roles, and how they interact.
We’re going to give you a practical orientation to navigating these roles as an individual contributor, and as a product leader. And we’re going to have some fun in the process!
What You Will Learn:
How the Product Manager and Product Owner Roles compare in scope and key responsibilities – and where they overlap.
When to keep these roles separate, and when it’s best to combine them into a single role, and what the trade-offs are.
What to do if you are in one of these roles and must work with the other role.
Where each of the above approaches has worked well, with real-world examples
Writing Product Requirements: Part 2 Increasing ROI and AlignmentAIPMM Administration
We know one of the biggest challenges Product Managers face is writing detailed requirements that empower your teams to create customer-centric products.
In our previous webcast, Writing Product Requirements That Amplify Customer Needs, Colleen O’Rourke gave you a good foundation to build your requirements informed by customer research. Since you asked so many great questions during the discussion, we knew we should spend more time on this important topic. You wanted to know more about the practical ways to write effective requirements, how to justify the ROI of features, and how to address the challenges of effectively defining a Minimal Viable Product (MVP).
In this month’s webcast, Tom Evans will dive deeper into these challenges. He’ll share tips and tricks that he has learned over the years to help you enable more effective team dynamics between product management and product development to ensure you are delivering meaningful value to your customers.
What You Will Learn:
How to use Story Mapping to refine problem scenarios and break down epics into user stories that create clarity across your team
How to optimize the distribution of responsibilities on requirements
How to think creatively about MVPs for new products and next generation products
How to measure value delivery for products and features
In our previous webcast, Robyn Brooks explored using Voice of the Customer techniques to better understand your customers’ needs to find “moments of truth,” and identify how your product can help them along their customer journey. But how do you take the insights that you gather during this process and convert them into detailed requirements that empower your teams to create customer-centric products?
This month, Colleen O’Rourke will discuss the next steps that Product Managers must take to transform their market research insights into actionable product requirements. We’ll also look at the relationship between requirements and innovation, and how to ensure that you’re writing requirements that drive more meaningful solutions.
What You Will Learn:
• How to write requirements for both Agile and Waterfall processes
• The spectrum of information that makes up “requirements” and which of these the Product Manager is responsible for
• The key tools that every Product Manager should know to document requirements in detail
• Tips, tricks, and pitfalls to avoid when writing requirements
According to the MIT Sloan Management Review, over 50% of new product launches fail. Ouch. One major contributor to these failures is not understanding customer needs.
Learning how to effectively conduct Voice of the Customer (VoC) research can help you significantly reduce your odds of failure. Insights you develop from VoC activities are critical to understanding customer needs and validate that you are delivering a superior customer experience. But how can you do this effectively? There are many approaches to conducting a VoC program. While each technique is valuable, the most powerful program includes directly interacting with the customers in your target market segments.
If you are truly vested in becoming more customer-oriented, join our webinar so you can learn to develop a structured approach to gain customer insights. When properly gathered and analyzed, customer insights will enable you to develop products that deliver a stronger value proposition and increase your chances of their success. They typically generate more revenue and are more profitable too!
Get Hired: Interview Like a Pro for a Product Manager Job (Remotely!) AIPMM Administration
Maybe you just landed a Product Manager Interview… Congratulations! You’re on the verge of taking the next step in one of the most exciting and fastest-growing careers today. What do you do now?
If you’re like most people, you Google the company you’re interviewing with the term “product manager interview”.
You scour typical product manager interview questions they ask and highly curated suggested answers. You memorize some and try to present yourself as the “perfect Product Manager”.
Your stress level is likely to increase and hopefully you will be a bit more prepared. But is that all it takes?
Join our webinar where we’ll discuss how to enhance your instincts and provide a framework for you to be at your best in a Product Management interview process.
Learn the types of questions to expect and which experiences in your background you need to emphasize (or de-emphasize).
We’ll discuss the preparation and research you will need to perform so you can best present yourself as the best candidate for the role.
We want you to have the tools you need, specific to the type of company you are interviewing for and specific to your experience level. AND, with the impact of COVID-19 and the prevalence of virtual interviews done remotely, you will take away concepts and constructs that ensure you can present yourself most effectively in this new world of interviewing.
Learn these actionable tips from Kenny Kranseler, who has interviewed hundreds and hired dozens of Product Managers at companies like Microsoft, Amazon, and burgeoning startups.
What You Will Learn:
• The skills a company is looking for in a prospective PM and potential biases you face based on your background
• The types of questions you will be asked and frameworks for how to prepare so you can put your best foot forward
• How to alter your interview preparation to shine in the new world of remote/virtual interviewing
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 3: Faste...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model
Lean is Not Enough. Land Compelling with the Right Buyer - Fast Part 2: Viabl...AIPMM Administration
Lean and Agile models are great tools for “how” you manage a development project. But they offer little insights for the other critical, high-stakes decisions for a coherent, compelling product. The other key questions are “what?”, “who?” and “why?”. More iterations faster is the wrong tool for these decisions.
Increase your chances of winning by creating a great market fit quickly and deliver a compelling product to Market Leaders - while reducing your biggest project risks.
Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.
Beat the Competition, Part 2: Driving a Product Strategy that WinsAIPMM Administration
In this second part of a two-part series, we’re going to continue covering one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills – Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging. Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do. Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we presented the big picture of Competitive Analysis, and identified the nine different dimensions of research and analysis needed to get a thorough understanding of the competitive landscape. In Part 2, we’ll review the final five dimensions of analysis in more depth, and complete the survey of critical tools and frameworks to use. We’ll discuss how to make Competitive Analysis a regular part of your work without breaking a sweat, and how to turn analysis into actionable insights to both build products that matter, and market them most effectively.
What You Will Learn:
Specific tools and techniques for the last five dimensions of Competitive Analysis so that you can put them to work right away
Answer the critical question of Product Management: So What? Now that you understand the competitive landscape, you’ll learn how to apply Competitive Insights that drive product and marketing strategy
Learn best practices and processes to make Competitive Analysis a regular part of your Product Management work week, so that you’re always on top, building products that matter
Lean is Not Enough. Land Compelling with the Right Buyer - Fast (Part 1)AIPMM Administration
90% of the people you talk to are harmful to your new project. Engage the RIGHT people to create a compelling offering - faster.
There is a small but key group of people within every market that most strategies are blind to. This group leads the mass-market by adopting and proving new high-impact concepts. We call these people Gateway Adopters.
Patrick Hogan developed this battle-tested approach to delivering compelling offerings NOW. Leverage insights from 100’s of interviews, 400,000+ data points and over 3,800 high stakes projects - so you can understand:
That demographics are not enough
The market-leading Gateway Adopters in your market
How to find, engage, Market and Sell to the people most likely to buy
Generate revenues faster by delivering compelling market-fit 75% sooner
This is one session of the three-part series; Lean is not enough. Land compelling with the right buyer – fast. The next sessions in this series covers:
Viable is not enough. Develop a truly compelling product with great market fit – with value beyond a technically viable “MVP”– in a fraction of the time. Market Fit Fast value model and Minimum Compelling Offering release concept.
Faster sprints is not the answer. Mitigate your biggest risks delivering high-stakes projects. First Risk First project management decision model
Beat the Competition, Part 1: Nine Tools to Know Thine EnemyAIPMM Administration
In this first part of a two-part series, we’re going to visit one of the areas of Product Management that PMs find challenging – how to understand and beat the competition. Our Product Management Skills - Benchmark Report from 2019 identified Competitive Analysis as one of the three areas that Product Managers find most challenging.
Problem is, effective Competitive Analysis can make the difference between a product that just does its job well, and a product that dominates the market. It’s a skill every Product Manager should perform with ease, so that they can both build the best products possible and promote them effectively to satisfy their customers before their competitors do.
Whether you’re a Digital Product Manager whose customers expect competitive gaps to be closed quickly, or you have a physical product with more traditional concerns, we’ll help you develop a plan to slay your competitors!
In Part 1 of this series, we will go over the big picture of Competitive Analysis, identifying the nine different dimensions of research and analysis you can conduct to get a thorough understanding of the competitive landscape. We’ll discuss identifying which competitors matter most, and how to deeply understand your key competitors.
Don’t miss Part 2 in this series, where we’ll complete the survey of critical tools and frameworks to use, show how to make Competitive Analysis a regular part of your work without breaking a sweat, and explain how to turn analysis into actionable insights. These insights will enable you to build products that matter, and to market them more effectively.
What You Will Learn:
Nine dimensions of Competitive Analysis, so you get a holistic view of your competitors
How Competitive Analysis can inform your Product Planning, Delivery, and Marketing Strategy work
Specific tools and techniques for the first four dimensions of Competitive Analysis so that you can put them to work right away
How to Accelerate Your PM Career, Part 5: Building a Rocking LinkedIn PM ProfileAIPMM Administration
What makes a great Product Management LinkedIn profile? Come and find out in this webcast as we explore the top 10 things you can do to rock your LinkedIn profile. With over 10 years of experience recruiting and hiring talent, Mira Wooten will share her insights on what gets your LinkedIn profile noticed by recruiters, hiring managers, and even much wanted talent. Bring questions about your LinkedIn profile to the webcast and get them answered.
All attendees will also receive a career planning template to help address individual goals, strengths and weaknesses, career challenges and more. Use your completed career planning form as a personalized guide to immediately spring you into action and catapult yourself up the ranks.
You Will Learn How to Position Your LinkedIn Profile to:
Network with industry experts
Get noticed by recruiters
Change industries or job function
Move into a leadership role
Tell a story of your interests and passion
5.
Innovation
www.ProductInnovationEducators.com
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Innovation
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Chad McAllister
• Educator, entrepreneur, and innovator
• 24+ years software product development
• Teaches innovation, project management,
and business courses
• Through Product Innovation Educators,
provides new product development
instruction and certification preparation.
• PMP, NPDP, CIL certifications
• EE degrees
• PhD in Org & Management
• chad@ProductInnovationEducators.com
15.
Innovation
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IDEA MANAGEMENT SYSTEM
Systematic system for collecting and screening lots of ideas
controlled by the idea manager
(Cooper, 2011)
Source: adapted from Cooper, R. G. (2011). Winning at new products: Creating value through innovation. Basic Books. Figure 6.3.
Ideas
from
Many
Sources
Incubate,
Enhance, Grow
&Visualize
NPD
Process
Collect &
Organize
Ideas on Hold &
Dead Ideas
Periodic Review
& Update
yes
no
17.
Innovation
www.ProductInnovationEducators.com
EXAMPLE: BOSCH CS20 CIRCULAR SAW
• Circular saw market viewed as mature –
a commodity
• Little innovation for many years
• Needed to identify inexpensive ways to
differentiate and add value
• Bosch worked with the Outcome-Driven
Innovation process to create a market
winner
– Uncovered 14 unmet needs
– Showed an increased customer satisfaction
from 63 to 87%
Source: Creating the Bosch CS20Circular Saw. Strategyn Case Study.
Available at time of printing from: http://www.strategyn.com/successes.
Unmet needs included:
- Direct-connect cord
- Dust blower
- Improved handle
- Bevel stops
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OUTCOME DRIVEN INNOVATION: ACTIVITIES
1. Design the interview
2. Conduct interviews
3. Capture and organize expressed needs using very specific
“need” language
4. Ask customers to rate importance of outcomes
5. Identify key outcomes
6. Brainstorm means of achieving selected opportunities
(Ulwick, 2004)
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Innovation
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BLUE OCEAN ACTIVITIES
• Primary market research – e.g., customer interviews
• Secondary research of environment – market trends,
demand, competitors strategy and actions
• Structured brainstorming process to create a value curve
1. trade-offs customers make (e.g., NetJets)
2. strategic groups in an industry (e.g., Toyota)
3. users, influencers, and buyers (e.g., Websense)
4. complementary products customers use (e.g., Barnes & Noble)
5. emotional vs functional appeal (e.g., Starbuck)
6. trends impacting value (e.g., Apple)
• Create possible value curve
(Kim & Mauborgne, 2005)
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Innovation
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A-TO-F MODEL: INNOVATION ROLES
1. Activators: initiate the innovation process
2. Browsers: experts in searching for information
3. Creators: produce ideas and find solutions
4. Developers: make ideas tangible
5. Executors: get the product out – to the organization and
the market
6. Facilitators: approve investment and manage the
innovation
(Trias De Bes & Kotler, 2011)
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Innovation
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IDEO’S “DEEP DIVE”
• IDEO describes innovation in terms of 10 “faces” or roles
grouped into three categories:
– Learning roles: anthropologist, experimenter, cross-pollinator
– Organizing roles: hurdler, collaborator, director
– Building roles: experience architect, set designer, storyteller,
caregiver
For details: www.tenfacesofinnovation.com/tenfaces
(Kelley, 2005)
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Innovation
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IDEO’S PROCESS FRAMEWORK
• Described as a loose process – focus is on roles
• Five activities
1. Understand the market, the client, the technology, and the
perceived constraints on the given problem
2. Observe real people in real situations
3. Visualize concepts and the customers who will use them
4. Evaluate and Refine the prototypes in a series of quick iterations
5. Implement the new concept for commercialization
(Kelly & Littman, 2001)
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Innovation
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INNOVATION EXAMPLE: COMPASSION INTERNATIONAL
• Idea Management + Value Innovation
– 1700 ideas
– 35 synthesized and vetted ideas
– Top 20 ideas ranked by executive team
– Market research to identify need and interest
– Top idea moved into the new product development process: Water
of Life
31.
Innovation
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Low High
Availability
Likelihood a child <5years old will die
Mortality Rate (%)
Likelihood of Contracting Disease
High, Very Low
Clarity
1 to 5 scale 1-V Poor; 5- Excellent
Odor
Puchase Price
US cents/gal
Time to process
minutes
Ease of cleaning
1 to 5 scale: 1- V difficult; 5- V easy
Service life
Years
Heavy metal content
Total, mg/liter
Organic content
Total, mg/liter
1.0 3.0 5.0 7.0 9.0
Drinking Water Value Curve
Value to the Family
Rwanda Draft 2
6
7
8
9
10
10
1
2
3
4
5
20
Hi
1
0
120
10
0
2
V Low
5
0.2
130
Brackish Water Bottled Water Compassion Water of Life
32.
Innovation
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EXAMPLE: COMPASSION’S WATER OF LIFE
• The Result:
water.compassion.com
– A simple and highly effective water filtering system
for third-world countries
– A successful partnership with Sawyer
– Most successful product launch on radio outlets
– And, hundred of thousands of kids with clean water!
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– $395 for proctored exam(Introductory Offer for a limited time --
includes annual premium AIPMM membership, a $175 value!!)
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Editor's Notes
The Certified Innovation Leader body of knowledge and credential is aligned with The Association of International Product Marketing and Management. AIPMM was founded in 1998. It provides professional development, training, and certification to those involved in product management, such as product managers and developers, marketing managers, brand managers, project managers, and many more. The certified innovation leader credential is one of four certifications provided by AIPMM. The others include: certified product manager, certified product marketing manager, and agile certified product manager.
Now we will look at sources and methods for managing ideas that can be matured into products.
Note that we are in the middle of the Managed Front End, working towards winning product concepts that feed the New Product Development process.
Who does that – who turns ideas into products
Steven Berlin Johnson is the best-selling author of six books on the intersection of science, technology and personal experience. His current book examines "Where Good Ideas Come From.“ This is a clip of a TED video where Steve uses an example for how ideas are generated.
As you watch it, note what stands out to you – what you find important.
[Briefly have a few people share ONE concept they noted.]
Next we will look at these major innovation frameworks – methods for creating concepts for the new product development process. Some of these are idea-first approaches while others are need-first.
In each case we only have time to provide a high-level overview of the framework but I will give you resources for exploring them more deeply.
INSTRUCTOR NOTES: At the end of each framework you will see notes to ask the participants about their experience with the approach.
Cooper tells us to “Put someone in charge of your internal idea suggestion scheme.” He suggests that while “Ideation is everyone's job [too often it is] no one's responsibility” (Cooper, 2011, Internal Idea Capture section). He tell us to have a formal idea management system, like the one depicted here – a systematic way to collect and screen lots of ideas.
It begins with ideas and we have many sources for ideas -- customers, employees, vendors, partners, patent searches, environmental scanning, etc. We collect, store, and organize the ideas and then use brainstorming and other tools to help visualize concepts. Concepts are evaluated and the worth ones move into the New Product Development process. Those that do not remain in an Idea Bank or idea database. Ideas that still have potential should be periodically reviewed and updated for reevaluation. For example, we may have a valuable product concept but lack a technology to make it a reality. Later we may acquire or create the necessary technology, passing the concept on to the NPD process.
Remember the Bosch Circular Saw example from the Introduction section? That product improvement used the Outcome-Driven Innovation approach to identify how a circular saw could be enhanced to provide higher value to customers. ODI analyzes what customers want to achieve – their desired outcome that helps them better accomplish a job or create value for them.
It strives to create an exhaustive set of customer needs and then prioritizes them to identify those with the most positive impact.
For those that enjoy formulas, ODI is a good choice as it tends to present innovation in a formulaic manner – it is far from being chaotic, which is how some think about innovation.
Here is a good example of innovation. This is a case of creating differentiation in a mature marketplace with commodity pricing – breathing new life into an existing product line.
From the Strategyn website (source on slide).
“Bosch recognized that there had been little innovation in the market; it was perceived as mature and commodity-like. Therefore, they knew that finding innovative solutions would depend on the company's ability to uncover and inexpensively address market opportunities that others had missed.
The company hit a home run in the competitive saw market by understanding the jobs that customers were trying to get done, and generating innovative ideas to address those needs. The updated product improved customer satisfaction and enabled Bosch to gain the distribution support of Big Box retailers such as Home Depot and Lowe's.”
By understanding the needs of customers, Bosch added inexpensive capabilities that differentiated the Bosch CS20 in the circular saw market:
The power cord was removed because it was often getting nicked or cut by the saw itself on job sites . Instead, an extension cord is plugged directly into the saw.
The blower was improved to remove debris from the cutting line so the person sawing can clearly see where the saw will cut.
The comfort of the handle was improved and a hook added so the saw could be hung from a 2 x 4.
The bevel adjustment was improved so that it could be adjusted to cut must faster and with greater accuracy.
We can think of ODI as following these six key activities:
Identify customers to interview and design an interview guide that will uncover the “jobs” or tasks that customers want to accomplish and unmet needs they have in doing so. Ideally, customers are observed in their environment so we can focus not on only what customers say but also what they do.
Conduct the actual interviews – one-on-one sessions asking customers questions and recording responses along with observing their actions.
Organizing customers’ responses using a formal “need language” that helps to specify the outcomes and how they are met.
Then customers rate how important each outcome is to them.
Based on the aggregate of the ratings, we identify the outcomes with the most impact
Finally we brainstorm opportunities for how the product should fulfill these outcomes.
As an example from the Bosch Circular saw, an outcome of high importance was to avoid accidently cutting the electrical cord of the saw. The opportunity was to eliminate the cord and allow electrical extension cords to be plugged directly into the saw.
Does anyone have experience with ODI?
The goal is to play in “blue oceans” – uncontested markets that offer significant advantage over playing in crowded “red oceans.” Environmental scanning is used to identify opportunities. We can look at history as well as current environmental characteristics, such as competitive and market intelligence.
We identify specific factors where competitors current invest and other factors the provide values to customers. These are used to create a “strategy canvas” and a value curve for the factors our product must address. We’ll look at an example in a moment.
To deliver greater value than competitors, four core questions are asked – what can we eliminate or reduce to provide a better customer experience and what can we raise or create to create higher value.
Cirque du Soleil is a frequent example of a company that created a blue ocean based on merging existing capabilities with a new market – the love of circus shows up scaled for an adult audience at a time that traditional circuses were experience a decrease in attendance.
Blue Ocean Strategy combines primary and secondary research to understand that market factors related to a product.
What is the difference between primary and secondary research? Primary is research we specifically conduct to answer our questions, such as interviewing customers and non-customers. Secondary research is using research findings others have already created for our purposes, such as scanning literature and trade press for trends, competitors actions, market demand, etc.
Then six structured brainstorming activities are followed with each resulting in one or more value curves. The focus during brainstorming is applying techniques for reducing,
eliminating, raising, and/or creating factors for the new value curves.
The brainstorming areas include
Analyze trade-offs which customers make. For example, NetJets saw the trade-off in convenience and cost between charter jets and commercial airline travel, and tried to capture the best of each by providing fractional ownership of a private jet.
Consider strategic groups within an industry. Toyota did this when they created Lexus by considering the quality and amenities of Mercedes that provided higher value at a lower cost.
Examine users, influencers, and buyers to see value can be added and identify the most important customer. Websense, maker of internet compliance software, increased their success when they shifted their focus from the IT department (the user) to the compliance/HR officer (they buyer).
Review complementary products and services customers use before, during, and after your product. Barnes & Noble incorporated coffee bars and cafes because they realized their customers were leaving to get those items. As a result, customers spend more time in the stores.
Identify functional and emotional appeal and increase emotional appeal. Starbucks turned getting coffee into a delightful experience – the coffee house.
Incorporate emerging trends into the analysis. Apple identified and capitalized on the trend of downloading music by legalizing it with iTunes.
After creating several value curves, they are examined, combined, and ultimately a value curve to pursue is created. This may be accomplished in conjunction with executive input, voting, and utility analysis.
Value Innovation Works: Move Mountains.....Deliver Sustainable, Profitable Growth. Deliver Exceptional Value to the Most Important Customers in Your Value Chains. A "How To" Guide. (Volume 1) by Dr Richard K Lee, Lin Lee, Peter Frey and Nina E Goodrich(May 12, 2012)
Here is an example value curve based on an early analysis for creating an improved airport experience for the international traveler. The elements of performance are listed in order of most to least important, with “in airport time” at the top as the most important performance factor. These factors were found through interviews with airport customers (travelers) who also ranked the information. The numbers in red to the left of the factors is the result of a mathematical calculation (analytical hierarchy process) provided by the software that creates this analysis, which indicates how important each factor is. For example, “Ease of use” is responsible for 18% of the total performance picture for customers. Consequently we know both the ranking and the weight of the factors.
The value curves at the right shows how the performance factors are rated in terms of value to travelers for four “products”:
Green: the worst airports (Frankfurt, Germany, LHR & La Guardia/JFK/Newark)
Red: the “as-is” or average airport experience
Blue: the airports currently considered the best (Hong Kong, Singapore & Denver), and
Black: a potentially achievable value curve for an improved airport
Note the creation of a blue ocean highlighted with the orange oval – higher value to travelers on the performance factors that are most important.
This is a sophisticated analysis that is beyond the scope of the Blue Ocean book – if you want to learn more about this analysis, please contact those that provided this example: Value Innovations.
In “Winning at Innovation” the authors Fernando Trias de Bes and Phil Kotler rightly state that the typically innovation process is like a production line, moving one step at a time through a defined process.
We move through:
Creating objectives
Conducting research
Generating ideas
Evaluating and selecting ideas
Developing the best ideas for the market
Launching products to the market
However, the authors suggest that thinking about innovation as a well defined phases or stages limits the nature of innovation, which includes spontaneous interaction and the need for flexible process flows. Instead, they suggest thinking of innovation in terms of the roles involved.
In “Winning at Innovation” the authors Fernando Trias de Bes and Phil Kotler rightly state that the typically innovation process is like a production line, moving one step at a time through a defined process.
We move through:
Creating objectives
Conducting research
Generating ideas
Evaluating and selecting ideas
Developing the best ideas for the market
Launching products to the market
However, the authors suggest that thinking about innovation as a well defined phases or stages limits the nature of innovation, which includes spontaneous interaction and the need for flexible process flows. Instead, they suggest thinking of innovation in terms of the roles involved.
In the A-to-F Model, the focus is on 6 roles.
Activators: initiate the innovation process
Browsers: are the experts in searching for information
Creators: produce ideas and find solutions
Developers: make ideas tangible
Executors: make it real by getting the product out – to the organization and the market
Facilitators: approve investment and manage the innovation
Each of the roles has defined activities to do. For example, Browsers would be responsible for Market Research and identifying trends, Creators might conduct customer visits to generate ideas, Developers would create prototypes and the functioning form of the product, and Executors would plan the market launch and prepare the sales team.
IDEO well-known for their design expertise. Not unlike the A-to-F Model, Tom Kelly, IDEO’s general manager, describes innovation in terms of 10 “faces” or roles grouped into three categories:
Learning roles: anthropologist, experimenter, cross-pollinator
Organizing roles: hurdler, collaborator, director
Building roles: experience architect, set designer, storyteller, caregiver
INSTRUCTOR NOTES: Details below if needed, but suggest you only introduce his role-approach to innovation and quickly move on to the video in two slides.
The Learning Roles
Anthropologist: develops deep understanding of needs by observing people.
Experimenter: learns by trial and error; frequently developing prototypes of new ideas.
Cross-Pollinator: synthesizes and applies ideas from other industries and domains.
The Organizing Roles
Hurdler: adept at overcoming obstacles that fraught innovation.
Collaborator: aids the innovation process by bringing various and possibly disparate organizational groups together.
Director: just like a movie director, this role organizes the talent and crew and directs their creative talents.
The Building Roles
Experience Architect: finds ways to deeply connect innovation with customers’ needs.
Set Designer: optimizes the layout and configuration of physical environments to influence people’s behavior in a positive manner.
Storyteller: Creates, extends, and reinforces key values and cultural traits that foster innovation through compelling stories.
Caregiver: suppresses mere customer service to anticipate needs and exceed expectations for care.
“Characterized as “loosely described,” Kelley shares IDEO’s five-step methodology:
understand the market, the client, the technology, and the perceived constraints on the given problem;
observe real people in real-life situations;
literally visualize new-to-the-world concepts AND the customers who will use them;
evaluate and refine the prototypes in a series of quick iterations; and finally,
implement the new concept for commercialization.”
Since “visualization” is so critical to the IDEO process, let’s take a moment to watch IDEO apply their craft. This is a 4 minute video clip from ABC’s Nightline’s investigation of what IDEO does.
INSTRUCTOR NOTES: Ask after the video is over.
What stood our as significant for you in the video?
Crowd sourcing in an increasingly popular way to gain insights into how products can be improved as well as creating new-to-the-world product ideas.
Let’s take an example from a product designer and creator that relies on crowdsourcing for its concepts.
INSTRUCTOR NOTES: Play the video, which should open in a browser window – click the full screen option for the best viewing experience.
A nonprofit organization created an exceptionally successful product using an innovation process. This is a good example for us to consider. The organization is Compassion International. Compassion International’s mission includes working with impoverished children in Third World countries.
Compassion started with an idea generating activity that resulted in 1700 ideas. From these ideas, related ideas were combined, organized and vetted. Then 35 well formed concepts emerged. A cross-functional team representing functional interests of the organization ranked the 35 concepts from most viable to least viable. Then Compassion executives ranked the top 20 concepts on two dimensions: (1) excitement for the concept, and (2) feasibility for the organization.
An external research study was also conducted with potential supporters. Unlike most commercial products, as a nonprofit, Compassion has a dual value chain and must create products that appeal to financial supporters and meet the needs of their customers.
The potential donors assessed two dimensions for each concept:
the critical need for the product, and
(2) how likely potential donors would be willing to provide financial support.
The data from the internal and external assessments were plotted and the concept with the highest overall value was selected for entering product development. The product was launched and has become a market winner. Note that the process considered both the organizational viability of the concept as well as the market viability; it was a good fit for both.
The selected concept was a simple but highly effective system for producing clean water from unclean sources. The product has produced a successful partnership with the creators of the technology that is utilized.
The initial launch of the product was done by radio ads that described the product and asked for financial contributions. It was the most successful donor drive the radio network had ever experienced!
And of course, the product is providing hundred of thousands of children and their families with clean water, with more customers being added every day.
Next we will look at these major innovation frameworks – methods for creating concepts for the new product development process. Some of these are idea-first approaches while others are need-first.
In each case we only have time to provide a high-level overview of the framework but I will give you resources for exploring them more deeply.
INSTRUCTOR NOTES: At the end of each framework you will see notes to ask the participants about their experience with the approach.
This is the big-picture of the concepts that we will review together. We will explore innovation activities that are part of the managed front end, which you may have heard called the fuzzy front end. We use the term “managed” to suggest that there are clear and not fuzzy activities to accomplish. We will also explore the five phases of new product development.
For each area, we will be concerned with:
Core Concepts
Inputs
Tasks & Tools
Deliverables
Decisions