Why engineering leaders roles are changing and what does it take to accelerate careers in product leadership?

1. CHANGING ROLE OF ENGINEERING LEADERS IN
PRODUCT COMPANIES IN INDIA
www.productleadership.com
Engineering Leader to Product Leader

2. 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

3. Agenda
Role of Engineering Leaders is Changing
Ways to Excel in that change
Best Practices Tips to Get Started
Q&A

4. 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

5. #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

6. Changing Principles for
Product Design
Buy vs Easy to Sell
Love to BuyEasy to Sell

7. #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

8. #1 SKILLSET TRANSITION IS KEY
DELIVERING PROJECT
(PROJECT MANAGEMENT)
DELIVERING DELIGHT
(PRODUCT MANAGEMENT)

9. 9
PRODUCT LEADERSHIP
COMPETENCIES
TECHNICAL PRODUCT MANAGEMENT
(Product Owner)
INBOUND PRODUCT MANAGEMENT
(Product Management)
OUTBOUND PRODUCT MANAGEMENT
(Product Marketing)
CUSTOMER CENTRIC ENGINEERING
MANAGEMENT
(Product Leader)

10. You don’t need to become a Product
Manager to be a Product Leader

11. #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

12. #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

13. #3 DESIGN FOR DELIGHT
Its not a bug, it’s a feature Is anything wrong?Clearly Unusable

14. 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

15. Can we build
something
that people
want
and be
profitable?
DESIRABILITYFEASIBILITY VIABILITY
ROLE OF A PRODUCT LEADER

16. 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

17. KNOWLEDGE PARTNER FOR PRODUCT ORGANIZATIONS
www.productleadership.com
Engineering Leader to Product Leader
Pinkesh Shah
pshah@ipl.edu.in

18. Product Leader
understands and is actively
involved in the entire
productizing process and
makes functional decisions
contextually.

19. PRODUCT MANAGEMENT
COMPETENCIES
DESIRABILITY
FEASIBILITY VIABILITY