This 2-day Master Class is an in-depth and interactive learning experience exploring how to create, advance, pivot, or transform a product line… creating and carrying out an intense focus on continuous product line velocity improvement.
Posts
Many managers don’t recognize that every product line has a root system type that defines how the product line works. We call this the system archetype.
In the past, whole industries have been defined using Noun-Based segmentation. When you buy a market research study, it’ll break down an industry by Noun-Based segments. But driving greater value from innovation and product development demands we complement the noun approach with verbs.
The key to business performance is to know where and how you want to play the game of business. Product line strategies and roadmaps are central to the answer. Learn More
Big company leadership teams must figure out how they wish to focus on “where-to-play” and “how-to-play.” Strategy Indivisibility, much like a prime number, is the natural level at which further dividing or aggregating a focus and strategy becomes forced and ineffective. Learn why a product line is indivisible and how indivisible strategy unison determines business performance.
A Product Line’s Flow and the Velocity of the flow are the most important focus to help improve the performance of product development and product management. Orienting on a product line’s flow demands managers to use both systems thinking and strategy coherently. Learn why product line flow and the dynamic of managing product line velocity are so important.
A focus on Product Line Velocity takes product development and management well beyond the limits of project management fixated on time to market. Learn why this dynamic measure is a crucial component of managing product lines as systems.
In product development, a DECISION FLOW has enormous affect on performance. Purposely improving your decision flow can boost product development. Sadly, many middle managers feel the decision flow is owned by the leadership team. They say fixing it is top management’s job, not middle management’s.
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.
When I began my career in product development, I didn’t understand how easy it is to screw up a product line. I had the opposite view. I thought managers of established product lines had an easy job. They didn’t have to worry about developing and launching new stuff. They needed only to manage pricing, promotion, and […]
