In big companies, each function influences the outcome of every innovation. It’s not just product development or marketing or sales that determine the results. Other functions also matter.
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25 search results for: Chain Links
What is Chain-Link Alignment? This is the purposeful alignment of all functional strategies and approaches (for supply chain, marketing, operations, finance, etc.) with a product a product line’s strategy and approach. Gaining and maintaining alignment across chain-link functions drives faster product line performance results. When chain-link alignment is poor, the results may be referred to […]
Different functional links in an organization’s business strategy, e.g., production, sales, marketing, product, intellectual property, etc.
Smart Product Line Strategies & Roadmaps Accounting can be as thrilling as getting teeth pulled. Cost accounting, however, is a skill product developers must get their arms around. This is the black art of calculating how much products cost to develop, make and sell. I call it a black art not because of the easily […]
Many managers don’t recognize that every product line has a root system type that defines how the product line works. We call this the system archetype.
The key to business performance is to know where and how you want to play the game of business. Product line strategies and roadmaps are central to the answer. Learn More
Big company leadership teams must figure out how they wish to focus on “where-to-play” and “how-to-play.” Strategy Indivisibility, much like a prime number, is the natural level at which further dividing or aggregating a focus and strategy becomes forced and ineffective. Learn why a product line is indivisible and how indivisible strategy unison determines business performance.
Don’t limit your potential by applying Single-Product Strategy thinking to Product Lines. The big deal is that product lines have two unique advantages over a single-product. They gain from leverage, and they gain from cross-market synergy. Strategies must…
Agilists blame backlashes against the methodology on top management’s unwillingness or inability to change. It’s leadership’s fault, not Agile’s. They didn’t embrace Lean-Agile Leadership. Really?