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Agile, Jobs-to-be-Done, and Product Line Strategy are in a significant struggle. Each tool drives superb product development results, but old-school gurus didn’t design them to work with one another. Instead, they push in different directions. The key to solving the challenge and reaping extraordinary gains is to employ a powerful toolset called Innovation Charters.
The Missing Linchpin to Product Line Strategy Most managers and executives know fast product development helps successful outcomes. There are two reasons for the push for speed. First, fast development is more efficient and less costly. And second, the sooner you launch a product, the better your competitive position. While there’s not a 100% correlation […]
The second of the Constructor’s two parallel portfolios of work: agents doing building work on the Product Line Stack itself — exploring technology spaces, stress-testing product innovation charters, analyzing segmentation architectures, proposing recombinations of technology building blocks into new products, and identifying adjacent segments. Connected to the Diagnostic Portfolio: diagnosis surfaces the gap; stack advancement […]
The organized view of a product line’s content, in three layers: technology building blocks at the bottom, products in the middle, and bundles of customer needs at the top. Its key parts are seven: noun-based market segments, verb-based market segments, platform-levers, products-in-development, products-in-the-market, innovation charters, and technology building blocks. Platform-levers sit at the center; products […]
Where is Roadmapping Taking Us? Roadmapping has been on quite a journey. Many managers use the term to describe planning and tracking projects. But they use different schemes to create roadmaps. And the results vary widely. There’s much to learn from roadmapping’s evolution. This is especially true for innovation management and product development in big […]
