Something new for Product Management
Someone mentioned something to me while at the SMP conference (by the way... James Robertson did an excellent recap on a number of the sessions... here) that I have not been able to get out of my head... this is compounded by the book I am reading, The Innovator's Dilemma, by Clayton M. Christensen. Good book by the way... if you can filter past all the disk drive talk.
What is new in Product Management?
Agile is not new. Tools are not new. Frameworks, methodologies and templates are not new. Do we just need more time? More respect? Or are we doomed to flounder with the same inefficiencies of software development?
Thinking completely out-of-the-box (stupid saying by the way), and if you had complete control... what would you try that would be cheaper, faster and better than what you are doing now? And, I am thinking disruptive innovation not sustaining innovation.
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Comments (3)
I agree Stuart!
We've been thinking about it as well and the main thing that keeps Product Management exciting is the new and innovative products that we work with.
Posted by Adrienne Tan | June 20, 2007 3:50 AM
I want to see us DO something new. Maybe we need a single starting point.. a single statement that defines what we do. And build on that.
Posted by Stewart Rogers | June 22, 2007 9:49 AM
The recession has me thinking about how you succeed in the late market where your product is commoditized, and you are competing on price. Wiefles "Chasam Compainion" pointed to mass customization, so I'm reading Peppers "One-to-One Marketing.
What is interesting about what Peppers is saying is that segments are not real. Tying this to Poisson games,the ideas of artifactual and functional cultures, and the Long Tail is opening new dimensions in marekture in the technology adoption lifecycle.
IT and requirement elicitiation ignores cultures, and requirements volatility ensues. In the late market, this becomes a problem for the software vending organization.
Another aha! was in reviewing aspect-oriented programming (AOP), aspects can be used to build traceability into the product architecture. You build the core as version 1.0. Then subsequent version are added as aspects, rather than revisions to the functional code.
This has interesting effects on testing, because you do not have to do regression on the core as you add aspects. This means that you can test more. This would also increase the security of the application.
The AOP approach also lets you deal with those cultures and the individual customers under a mass customization paradigm.
Discontinuous innovation means starting over at the beginning of the adoption process. It is not a late market or recession strategy. If you wait to start a new discontinuous innovation until you've entered the late market, the inevitable stock stall will last a long time. The stock stall usually lasts ten years, and companies vanish in that timeframe.
Yes, product strategy and product management affect the stock price of your companies. It's way more that hitting the cash flow targets.
Posted by David Locke | May 2, 2008 2:53 AM