Consultancy focused on improving NPD productivity
Smart Product Line Strategies & Roadmaps by Paul O’Connor, NPDP 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 […]
The Missing Framework and Language by Paul O’Connor Product Managers and product line contributors do not know how to talk to one another about Product Line Strategies. This can be costly. Adept Group research suggests people who contribute to a product line often do not understand and embrace its strategy. These findings fall in line […]
A Framework for Deconstructing and Improving Product Lines Strategies by Paul O’Connor Business strategy is interesting. To many managers, business strategy seems monolithic. In reality, it wraps around many functional strategies. Supply chain management has a strategy. Sales has a strategy. Manufacturing has a strategy. Plus, companies can stress strategies for areas like brand management, […]
by Paul O’Connor, The Adept Group Pick up almost any business publication, and you will see stories and articles about how organizations need to innovate and improve their product offerings. The message is clear. Your organization’s health and your personal future depend on improving innovation and product management. Good writing with good stories can make […]
Focusing Product Management and Amplifying Innovation Product Line Strategizing and Roadmapping (PLSR) is a powerful process. It is a highly flexible approach that smart managers use to coordinate and accelerate work that pulls together and creates critical insights related to a line of products. This is simple and straight-forward, yet in practice, it is also […]
NPD and R&D Inputs and Outputs by Paul O’Connor If you are interested in NPD and R&D portfolio management, here is an important insight: Most Portfolio Management discussions, presentations, and articles address only the management of those projects that are under development. To state this in terms of process management, the insight is that portfolio […]
Product Development Portfolio Management: Picking Flowers in the Dark by Paul O’Connor Project prioritization is the most difficult part of product development portfolio management. This is because portfolio managers and senior managers govern the portfolio tend to make things up as they go along. Why not? Somebody has got to figure out what’s higher in priority […]
Roadmaps & Strategies There is a major gap between product and product line thinking and execution within many organizations. by Paul O’Connor Stop for a moment. Do you know the difference between a product and a product line? Of course, you do. A product is just that: a single offering that embodies attributes that deliver […]
by Paul O’Connor When I began my career in product development a few decades ago, I simply did not understand how easy it is to screw up a product line. In fact, I was quite envious of those accomplished managers who were overseeing established product lines. It seemed to me that managing established lines didn’t […]
by Paul O’Connor I am often asked, “What is the difference between Multi-generational Product Planning (MGPP) and Product Line Strategizing and Roadmapping (PLSR)?” The answer requires a short discussion. To those involved in product development or product management, exploring the difference and commonalities can be very insightful. There are several differences between Multi-Generational Product Plans […]
Capitalizing on his skills in business strategy, marketing research, technology assessment, organizational process and team facilitation, Mr. O’Connor influences and guides the product development and innovation efforts of clients in both consumer and industrial markets, around the globe. Read More…
