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Leadership In Product Management
1. Leadership in
Product Management
Ivan Chong
SVPMA
May 7, 2003
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2. Informatica Corporate Overview
Founded (1993); Nasdaq: INFA (1999)
Corporate
Over 800 employees worldwide
Industry-leading solutions for deploying business
analytics across the extended enterprise:
Products - Data integration - Data Warehouses
- Business Intelligence - Analytic Applications
Over 1700 companies worldwide
Customers
79 of the Fortune 100 and 80%+ of Dow Jones
Over 300 sales, marketing and implementation partners
Partners
Including: i2, IBM, JDE, PeopleSoft, Siebel, SAP, WebM
2000: $154 million revenue; 147% growth
Financials 2001: $197 million revenue; 28% (YoY) growth
2002: $195 million revenue; Flat in a down economy
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3. What does it take to be a Great Product Manager?
Winning in the Marketplace?
Writing great MRD’s, Functional Specs, or
Product Availability Matrices?
Infinite bandwidth?
Giving great demos?
Running flawless beta programs?
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4. Good is the Enemy of Great
Customer Visits/Meetings
Partner Visits/Meetings
Beta Programs
Product Requirements Documents (PRDs)
Strategic Competitive Analysis
Benchmarks
Concepts Documents
Demos
Features and Benefits Documents
Platform Availability Matrices (PAMs)
Product Presentations (PowerPoint)
Roadmaps
Technical Briefs
Release Management
Training
Industry or Partner Conferences
Usability Requirements Documents
Functional/Design Reviews
Product Marketing Coordination
Support Coordination
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5. Product Management TPOV
A Teachable Point Of View ™
Ideas/Business
Theory Values
3
E
Emotional
Energy/Edge
C 2000 by Noel Tichy The University of Michigan
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Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
6. Ideas, a Product Manager’s political capital
Be the expert on Be the expert on
the Customer the Product
Be the expert on Be the expert on
the Market the Engineering
Team
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7. Be the Expert on the Customer
Study the Research Reports
Identify Customer Pain Points
…do not merely relay requests
Understand the Customer Mindset
− What drives their decisions?
− What other choices do they have?
Communicate Customer Anecdotes
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8. IT Headlines (from searchCIO.com)
“Study: BI not being used intelligently”
“Tips for Legacy System Integration”
“Going offshore is the IT thing to do”
“Forrester: CIO’s should beware the penguin stampede”
“New Code Red Variant is even more dangerous”
“Who’s responsible for security problems? – that’s right, you are”
“When CIO’s and CEO’s disagree”
“Study gives IT in UK an ‘F’”
“IT drives productivity growth”
“The ‘real-time enterprise’ needs a fast network”
“ERP consolidation efforts may cost more than you think”
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9. Be the Expert on the Product
Install Your Product
Use Your Product
Demo Your Product
Adopt New Releases of Your Product ASAP
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10. Be the Expert on the Market
Know your competitors
Know your partners
Know about other products that touch your
product
Know about other products your customers use
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11. Be the Expert on the Engineering Team
Stay on top of reality in the project
− Rely on multiple sources of information: QA, Project
Manager, Architects, Coders
Understand the Engineering mindset
− How are decisions really made?
− How much detail is needed to gain traction?
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12. Product Management TPOV
A Teachable Point Of View ™
Ideas/Business
Theory Values
3
E
Emotional
Energy/Edge
C 2000 by Noel Tichy The University of Michigan
12
Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
13. Operational Values
Definition
− Criteria under which decisions are prioritized
− Should encourage behavior successful to the business
Prioritization
− Must be able to make tough calls and be decisive on
tradeoffs
Alignment of Values Critical for Gaining Traction
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15. Product Management TPOV
A Teachable Point Of View ™
Ideas/Business
Theory Values
3
E
Emotional
Energy/Edge
C 2000 by Noel Tichy The University of Michigan
15
Teachable Point of View and The Leadership Engine are registered trademarks of Tichy Cohen Associates
16. Emotional Energy and Edge
Goal: Motivate Cross Functional Team Members
Enthusiasm and Work Ethic
Vision
− Case for Change
− Vivid picture of how much better things can be
− Realistic roadmap for how to get there
Edge: Ability to make tough Yes/No Decisions
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17. 2 Teachable Points of View
1) Your Product
2) Your Responsibilities
i.e., Define your role as Product Manager, or
else someone else will.
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18. Example: Information Supply Chain
Product Engineering
Strategy
Technical
Support
Product
Management
Product
Sales
a
Marketing
Sales
Support Corp/Brand
Professional a
Marketing
Services
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19. Example: Information Supply Chain
Work Proactively
Streamline Work
Efforts
Educate Cross
Functional Team on
Breadth of
Responsibilities
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20. The Leadership Imperative
Ideas/Business
Theory
Values
3
E
Emotional
Energy/Edge
Not so Great Great
Product Manager Product Manager
Information Incomplete view Information
on the situation comes to you
Decisions Left out of the Decisions require
loop your input
Team Interaction Relegated to Do’ers come to
“gopher” you
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-First, let me familiarize you with Informatica, the Reader’s Digest condensed version: Informatica’s history scope of our products c umulative impact of partner ecosystem richness of our customer base and the performance we’ve shown as a result Customers Buy an HP inkjet printer from Best Buy Buy a hammer at Ace Hardware Book a flight on American or Delta Place the winning bid on eBay Get preferred customer service at Toyota/Lexus