Profound Impact of Product Line Strategy

Understanding Great Product Line Strategy

The Profound Impact of Product Line Strategy In my book and Masterclasses, I lay out a strong framework for product line strategies.  I complement this with an easily understood lexicon. Together, the framework and lexicon are important to gaining greater impact from product lines. And they’re not just for product line teams. Let me explain […]

Product Line Platform-Lever

Platform-levers in Product Line Strategy

Platform-levers Amp Up Product Lines If you want to sound savvy in a business conversation, add the word “Platform” behind another term. Say “The blank platform.” You fill in the blank. Pick almost any term.  It’s easy, and it’ll sound impressive. That’s because the word “platform” suggests a powerful force. Unfortunately, not all that fills […]

Recession and Innovation

A Nasty Surprise for Many Innovation Professionals

Recessions and Innovation I’ve been a Professional Innovator for years. I’ve seen many advances and had many successes. But one thing is sure; it wasn’t a smooth ride. For my younger colleagues, I pray that what I have to say is wrong. But my gut is telling me to hurry and raise the warning flag. […]

What is a Product Line Roadmap?

How Product Line Roadmaps Differ From Product Roadmaps And Why You Need Both A product line roadmap is a timeline graphic that communicates how a team intends to carry out a product line strategy. It shows milestones and key relationships between strategy parts. At least one platform-lever[1] is central to most product line strategies. Teams […]

Product Line Pivots

Product Line Pivots: Understanding Major Strategy Moves

The “Pivot” is synonymous with successful startups. Experts love to tell the stories about how pivots are the key to success. Paypal, Starbucks, and Twitter all found fortune through a pivot. And you’ll also hear business school and consulting jargon thrown at the topic. Phrases spring to mind like strategic agility and business model re-alignment. […]

Innovation 4.0 and Smart Product Line Pivots

Germans declare it Industrie 4.0. The Yanks tag it as The Connected Enterprise. And the Brit’s give it the 4th Industrial Revolution moniker. Any way you slice it, it’s the future. The product development community, especially those in large organizations, don’t seem as caught up in a name. I’ve seen Innovation 2.0, 3.0, and 4.0 […]

Informing Innovation through Product Line Strategizing and Roadmapping

Innovation can drive business growth. It’s a key to every organization’s well-being. But many companies carry out innovation haphazardly. They’re more likely to count on serendipity, not strategic thinking, to drive gains from innovation. Unfortunately, management teams have little clarity on why, how, or when to advance product offerings. No wonder Harvard Professor Clayton Christensen […]

MGPP -Multi generational product plans

Multi-Generational Product Plans (MGPP) Vs. Product Line Strategies and Roadmaps

I’m often asked, “What’s the difference between Multi-generational Product Planning and Product Line Strategizing and Roadmapping?” The answer needs a short discussion. And exploring the differences and similarities is insightful. Multi-Generational Product Planning[i] (MGPP) and Product Line Strategizing and Roadmapping[ii] (PLSR) are different. But MGPP and PLSR are also closely related. To understand, let’s first […]

Good Portfolio Management Includes Front-end Work

If you’re interested in NPD and R&D portfolio management, here is an important insight: Most Portfolio Management presentations discuss only development projects. They do not show, analyze, or rationalize front-end work. Anyone new to product development might assume Portfolio Management should only be about products under development. But if that’s all, then portfolio management misses its greatest opportunity for […]

The Misdirected Guidance of “Portfolio Balance”

I have a simple message for everyone involved in product development. This message is especially important for PMOs. These are the manager’s responsible for analyzing project portfolios. They calculate resources and priorities to determine who should work on which projects. “Portfolio Balance” is misguided. The problem is no one knows what the “balance” should be. […]