Uniting Agile, Strategy, and Jobs-to-be-Done Thereās a tug-a-war going on across three interrelated topics. Each drives superb product development. Yet the three topics act independently. The Approaches The Agile approach is found in every corner of product development. Its first mission was to uncover a new way to develop software successfully. But following its success, […]
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. Thereās much to learn from roadmappingās evolution. This is especially true for innovation management and product development in big […]
Whatās not a Product-lever in Product Line Strategy When teaching product line strategy, I hear managers argue about what is and isnāt a platform-lever. To aid the discussion I offer two quick tests. Ā The first test is whether the factor in question can cut across cross multiple products. The second test is whether the factor […]
Jobs-to-be-Done and Product Line Strategy Jobs Theory suggests people donāt buy products and services. Instead, the theory says people āhireā products and services to achieve an outcome – a job done. Recognizing how customers āhireā products helps marketers to better understand buyer decisions and choices. The āJobā ties direct to outcome measures[1]. And these measures […]
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 […]
Innovation can drive business growth. Itās a key to every organizationās well-being. But many companies carry out innovation haphazardly. Theyāre 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 […]
If youāre interested in NPD and R&D portfolio management, here is an important insight:Ā Most Portfolio Management presentations discuss only development projects.Ā They doĀ notĀ 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 thatās all, then portfolio management misses its greatest opportunity for […]
I have a simple message for everyone involved in product development. This message is especially important for PMOs. These are the managerās responsible for analyzing project portfolios. They calculate resources and priorities to determine who should work on which projects. āPortfolio Balanceā is misguided. The problem is no one knows what the ābalanceā should be. […]
Smart Product Line Strategies & Roadmaps 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 because of the easily […]
