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Product Management: a Comprehensive Approach ◆ Product Management: BUSINESS STRATEGY BUSINESS ◆ A Comprehensive Approach BY DAVID HENNESSEY, KELLY JONES, AND ANDY LOMASKY 22 FALL 2013 Are you stuck in the weeds of product management, looking to get a fresh perspective on the big picture? Do you find that it’s increasingly challenging to know in the product management organization, that pain how you can better hit the mark with your customers can be alleviated. While there is not a single product while meeting business objectives and building management fix that will eliminate all pain points in products as efficiently and effectively as possible? a company, understanding where your organization The following is a methodology that’s proven to feels pain — where those problems are affecting people lead to smoother execution and greater product and outcomes — enables you to target those problem management success. areas and resolve them efficiently and effectively. To understand the scope, it is important to Organizational pain is felt when a gap, or poor understand the definition of product. A product execution, exists in either the activities that create can be a consumer good, method, idea, information, a product strategy or the activities that are required object, service, or piece of software. The traits of a to execute on a product strategy. You can determine product are: which of these activities to target by analyzing the symptoms of the pain. • It has value, though not necessarily financial value, If the pain is felt as a result of where the organization that can be realized by a customer is headed, or why the organization is headed there, the • It is the end result of a process and serves a need origin of the problem will be found in a gap amid the or want of a market activities that go into creating the Product Strategy. • It can include a set of tangible and/or intangible If this is the case, you will hear concerns such as: attributes (benefits, features, functions, uses) • We’re losing customers faster than we gain new ones Products are the representation of an exchange • A multi-million dollar product just launched of value between companies and customers. When and it is unrelated to our business strategy defining a product, it’s also important to understand • We haven’t launched a new product in years that products are sometimes part of a product portfolio, • We acquired a company and don’t know which like a beverage line (see Figure 1). Within the product products to keep and which to discontinue portfolio are product families, like soft drinks. Within the product families are product lines, such as Cola. If the pain is felt as a result of what the organization And within product lines are products, like Diet Cola, is doing to get where it’s going, or how the organization that have product features, such as carbonation and is getting there, the origin of the problem will be found artificial sweetener. in a gap amid the activities that go into Product To understand product management, we’ll look Execution. If this is the case, concerns will sound at the organizational capabilities that are needed to like this: determine everything from the direction of a product portfolio to the requirements of the product features. • We spend the same amount of time on projects that don’t get launched as those that do get launched • Business teams constantly change priorities and VALUE IDENTIFICATION debate which projects to deliver first • The projects in development regularly double Why consider a new product management methodology? or triple in scope, schedule, or budget If an enterprise is experiencing pain because of problems • It takes forever to get a product to launch BUSINESS STRATEGY 23 Figure 1: A View of Product Hierarchy Figure 2: Perspective on Product Management ◆ Consumer Services Packaged Goods Example Example PRODUCT STRATEGY PRODUCT EXECUTION PRODUCT Beverage Information PORTFOLIO Line Management Where could What could we go? be done? BUSINESS STRATEGY BUSINESS PRODUCT Soft Drinks Document FAMILY Management ◆ Why should What should we go? be done? PRODUCT Cola Digital Document LINE Management Where should How should PRODUCT Diet Cola Cloud Imaging we go? it be done? and Storage PRODUCT Carbonation, Storage Capacity, FEATURE Artificial Sweetener Access Control Understanding these two realms, product strategy and contribute to the last three phases of the and product execution, is the beginning to understand- product management framework, including: ing product management. To better understand these Plan, Do (Deliver), and Operate (see Figure 3). realms, let’s delve into the specific capabilities that make up each of them. PRODUCT STRATEGY A COMPREHENSIVE APPROACH Product strategy capabilities exist in three of the five product management phases: Gain Insight, Set A good product management methodology follows Direction, and Plan. After listing the capabilities of a comprehensive approach in order to define and each phase, we will use the product management deliver products that hit the mark with customers organization of an electronics manufacturer to provide and efficiently meet business objectives (see Figure 2). an example for each phase (collectively shown in Figure 3). To know that you’re hitting the mark with your To begin creating a product strategy, an organization customers while meeting business objectives requires must gain insight from a number of sources. The exploring the capabilities that lead to a product strategy. capabilities required to Gain Insight are those of: Product strategy capabilities help a product management organization brainstorm where it could go, then • Industry Analysis ultimately determine where a product management • Market Trends organization should go by defining why it should go • Market Analysis there. These strategic capabilities contribute to the first • Customer Needs three phases of the product management framework, • Customer Segmentation including: Gain Insight, Set Direction, and Plan • Internal Assessment (see Figure 3). • Business Objectives To know that you are building products as efficiently • Gap Analysis and effectively as possible, you must explore the capabilities that make up product execution. These These capabilities will allow the product manage- capabilities help an organization explore what could ment organization to identify market trends and be done, what should be done, and how it should customer needs. Completing these activities allows be done to meet the goals of a product strategy. the product management organization to explore These capabilities are more tactical in nature where they could go. 24 FALL 2013 Figure 3: Phases of Product Management PRODUCT STRATEGY PRODUCT EXECUTION Gain Insight Set Direction Plan Do Operate STRATEGIC TACTICAL In the case of an electronics manufacturer, the management organization to begin defining how they product management organization might learn things should capitalize on this knowledge. like this when gaining insight: electronic devices continue to become more portable, tablets are the fastest growing device, and the highest value customer HOW TO TURN STRATEGIC INPUT segment is upgrading devices on a more regular basis INTO EXECUTABLE OUTPUT and needs additional portable device options. To begin determining where the product manage- The third phase of the product management frame- ment organization should go, it is important to have work, Plan, is unique, because there are both product access to the enterprise’s business objectives and strategy capabilities and product execution capabilities internal capabilities. This knowledge will be used that contribute to it. This is where the results of the to help Set Direction. The capabilities required to product strategy become tangible and begin to turn set direction are those of: into a deliverable roadmap. The capabilities needed to do this are: • Capability Definition • Budget Definition • Capability Pyramid • Product Goals • Customer Input • Key Assessment Criteria These capabilities will allow the product manage- • Research ment organization to define what they have versus • Process Management what they need so that they can determine what • Concept Assessment their goals should be. • Roadmap In the case of the electronics manufacturer, the product management organization would discover These capabilities allow the product management during this phase that their existing product lines and organization to explore what could be done to meet organization infrastructure are stable, so the product the goals of the product strategy and define what management budget can focus on new product should be done to do this. development versus maintaining existing products. In the case of the electronics manufacturer, during They would also discover that they have the technol- this phase, the product management organization ogy to build tablets. This discovery, along with those would create their roadmap and learn that creating from the Gain Insight phase, positions this product additional tablet options is a top priority for the BUSINESS STRATEGY 25 Figure 4: Example — An Electronics Manufacturer Using A Product Management Methodology ◆ Gain Insight Set Direction Plan Do Operate Industry/Market Capability Definition: Road Map: Pilot/Focus Group and Monitor/Report: BUSINESS STRATEGY BUSINESS Analysis: Our existing product We need to create Investment Analysis: We have launched ◆ Electronic devices lines and organization additional tablet We put our touch- the new model in continue to become infrastructure are
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