Major strategy moves and pivots by deploying new Platform-levers are happening in every industry. Company after company in automobiles, medical equipment, consumer goods, services, and software are all moving forward with new Platform-levers. Should you
If you are not happy with the results below please do another search
51 search results for: Platform-Levers
What’s not a Product-lever in Product Line Strategy When teaching product line strategy, I hear managers argue about what is and isn’t a platform-lever. To aid the discussion I offer two quick tests. The first test is whether the factor in question can cut across cross multiple products. The second test is whether the factor […]
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.
A focus on Product Line Velocity takes product development and management well beyond the limits of project management fixated on time to market. Learn why this dynamic measure is a crucial component of managing product lines as systems.
In the past, whole industries have been defined using Noun-Based segmentation. When you buy a market research study, it’ll break down an industry by Noun-Based segments. But driving greater value from innovation and product development demands we complement the noun approach with verbs.
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…
A positive innovation culture without strategic footing can cause much damage. Even when resulting innovations appear successful, the randomness of results will negate opportunities for synergy across products. Competitors who
The way we think about developing and managing products is fundamental to how our companies operate. Our mindset and thought processes form the rules and set the assumptions we follow.