Entries by Paul O'Connor

Decision-Flow Issues ― Ten of Many

How the Decision-Flow Impacts Product Development and Product Line Performance This list relates the blog Decision Flows and Product Line Strategies. It lays out ten issues that arise from a poor or disjointed decision flow.  Please read and comment on each. Or please add to the list. Projects are swirling in development because too much risk […]

Decision-Flow and Product Line Strategy

A disjointed decision-flow can cause many headaches. Years ago, I stumbled on a powerful insight into product development. It came to me while working with a large enterprise software company. The job was to help set up their new software to support product development and portfolio management. Today we call this workflow automation. The insight […]

Trapped in The Single-Product Mindset

Many companies have created a difficult problem for themselves. As they grew, they mastered a host of practices to innovate and launch new products. They advanced their staged-development and concept screening practices. And they developed speedy Agile and waterfall methods. Plus, they embraced a long list of creative techniques. All of this is great. At […]

Product Line Strategy-Essence and Innovation 4.0

This blog supports the blog: Innovation 4.0 and Product Line Pivots The core of a product line strategy has three critical parts. When coupled and as a whole, these parts are called the Strategy-Essence. Attribute-Positioning Platform-Leverage Chain-Link (Organizational) Alignment and Synergy Each part adds to a product line strategy’s effectiveness. But great strategies also gain […]

Multi-Generational Product Plan (MGPP) Vs. Product Line Strategy and Roadmap

What’s the difference between a Multi-generational Product Plan and Product Line Strategies and Roadmaps? The answer deserves a short discussion. Stick with me as I explain. The topic offers much insight into great development practices. Multi-Generational Product Planning (MGPP) and Product Line Strategizing and Roadmapping (PLSR) are different. But they’re also closely related. To understand, […]

NPD Portfolio Management and the Tilting Effect

Here’s a simple yet crucial insight about NPD Portfolio Management. And it points to a big problem every company must address. Portfolio Management that oversees only projects in development reinforces a common misstep. For many companies, portfolio management begins and ends with projects underway within their development practices. What happens before and after isn’t important. […]

Noun-Based versus Verb-Based Market Segments

Next Level Jobs-to-be-Done Thinking I bet you’ve never heard there’s a difference between Noun-Based and Verb-Based market segments. The notion of Verb-Based market segments sounds more like slick branding, not a valuable tool. But I hope to prove that wrong. In the past, whole industries have been formed using Noun-Based segmentation. When you buy a […]